Launching the expanded AI Classroom Toolkit with Cyberlite during Global Media and Information Literacy Week 

AI is opening new pathways to information, giving people faster access to answers, ideas, and knowledge. At the same time, it’s making it harder to know whether the content we see is authentic. 

Companies that build AI have a responsibility to make it reliable and trustworthy, and that responsibility doesn’t shift to the people who use it. But AI is already shaping how people search, learn, and encounter information. Helping people navigate that reality means building media and AI literacy (MAIL): the judgment to decide whether and how to use AI and what information to trust. These skills are as foundational as AI safety, and educators are asking for help teaching them. 

That’s why, during Global Media and Information Literacy Week, we’re launching the expanded AI Classroom Toolkit: Unlocking Generative AI Safely and Responsibly, created with the online safety organization Cyberlite. It’s part of Microsoft’s broader commitment to make sure AI strengthens human thinking rather than replaces it. It also reflects Microsoft’s focus on education and empowerment, a core pillar of our Safe Participation Framework. 

What’s new in the AI Classroom Toolkit

The expanded toolkit adds a deeper focus on critical thinking, verification, and media and AI literacy, helping students judge AI outputs and make informed decisions about what to trust online. Together with the original modules, it’s now a single, classroom-ready resource that covers the core of AI safety and literacy. Realistic, scenario-based lessons and activities help students practice these skills in situations they may encounter online: 

• The Climate Campaign: Gina enters an online challenge to make a campaign for a cause she cares about and finds that some winning entries use AI to show events that never happened. Students sort a feed of real and AI-made posts and practice lateral reading. The lesson: whether a post was made with AI doesn’t decide whether it’s trustworthy. What it claims, and who is behind it, does. 

• The Helpful Bot: Alex creates an AI help bot inside his online game, then catches it inventing details and collecting players’ personal information. Students learn why AI can get things wrong, how to trace claims to reliable sources, and why they’re responsible for AI-generated content they act on or share. 

• What Kind of AI User Are You?: An interactive quiz, hosted by Cyberlite, helps students identify their AI habits, strengths, and potential blind spots, and gives them an AI Type to reflect on and discuss. 

“When we created the first Classroom Toolkit: Unlocking Generative AI Safely and Responsibly with Microsoft in 2023, most of the conversation was about using AI safely. Today, the questions young people ask about AI have grown sharper and more personal, like what to believe online or how far to trust a chatbot’s answer,” said Michelle Yao, cofounder of Cyberlite. 

The toolkit also reflects what young people in our co-design sessions with Cyberlite told us: they want to learn by doing, through games, real-life scenarios, and peer discussion. Teachers don’t need to be AI experts, and students don’t need an AI tool in hand to start. 

That approach builds on the reach and results of the original toolkit. Since 2023, the first version has reached educators in 10 countries and 11 languages, including through government and partner learning platforms. In South Korea, 93% of participating educators reported improved knowledge and understanding of ethical issues, privacy, and bias related to AI. 

“Our hope is that every student leaves a little surer of their own judgment, and that everyone feels more confident deciding how AI fits into their lives,” said Yao. 

Literacy works alongside product design and policy

Education is one part of the equation. Our commitment to media and AI literacy also shows up in how we design products and the policies we support.  

Last month, we set out five principles for AI in education, including “AI designed to support students’ learning, not replace their thinking.” We also committed to enforceable privacy, safety, and transparency protections for qualifying educational AI products in US school districts. These protections help schools and families understand how these tools work and the controls available to them. 

Media and AI literacy is now a global priority

The Organisation for Economic Co-operation and Development has released a framework for a MAIL assessment beginning in 2029. As part of its Programme for International Student Assessment (PISA), it will examine how students reflect on, analyze, and evaluate information, including AI-generated information. This week in New Delhi, UNESCO is also launching an AI extension of its “Think Critically, Click Wisely” global curriculum, which Microsoft advised on. 

This growing global focus makes the need for support urgent—educators want help, and many aren’t getting it. In Microsoft’s 2026 AI in Education report, 53% of educators and 77% of students say they haven’t had AI training.  

Closing this skills gap matters beyond the classroom. Healthy societies depend on a shared basis of facts, informed public debate, and confident civic participation. As authenticity gets harder to judge, there’s a risk that people start doubting everything, creating what the Digital Inquiry Group calls a “dangerous declaration of permanent uncertainty.” MAIL offers a way through. It builds the confidence to decide what to trust. 

Media and AI literacy for every age

Across Microsoft, we’re helping people build these skills wherever they learn and find information: 

• In classrooms: Students debate whether to accept, question, or rework an AI tool’s answers in an AI and Critical Thinking lesson from The Economist Educational Foundation, supported by Microsoft. Available alongside other media literacy lessons in Microsoft Learning Zone, the lesson has reached students in 116 countries. 

• Through play: Millions of players have checked sources, spotted bias, and cracked cases of AI misuse in Minecraft Education’s The Investigators and Reed Smart: AI Detective. 

• For content creators: UNESCO, with Microsoft’s support, is developing resources to help creator associations train their members in MAIL and is testing them with creators in Nairobi this week.  

• For voters: Check. Recheck. Vote. helps people apply AI literacy to election information. 

• In our products: Search Progress, built with input from the Digital Inquiry Group, turns research assignments into source-checking practice in Microsoft Teams for Education. 

What’s next 

Through Microsoft Elevate for Educators and local partners, we’ll bring the AI Classroom Toolkit to new audiences, with more languages and localized content rolling out through 2027. We’ll keep evolving it as technology and educators’ needs change. 

Explore the toolkit and supporting resources for educators today.  

AI will keep changing how people find information and the content they encounter. Our goal is to help people meet that change with confident, informed judgment about the AI they use and the information they trust so they can fully take part in civic and democratic life. 

The post In an age of AI, deciding what to trust is a foundational skill. Here’s how we’re helping educators teach it. appeared first on Microsoft On the Issues.

The rapid diffusion of AI globally and the pace at which AI is developing put us at a societal crossroads. The choices we’re making now will determine who has access to AI and the opportunity it affords. There is perhaps no more important tool than our education systems for addressing the uneven diffusion of AI we’re seeing currently: national adoption runs above 70% in countries such as the United Arab Emirates and falls to low single digits across much of sub-Saharan Africa, close to a tenfold difference. 

The way we teach AI and learn with it will have long-lasting impacts on jobs, the workforce, and our broader economy. Learning Curves: Rethinking Education from Classrooms to Careers in an AI-Driven World is a collection of research-driven essays that can help guide those choices. This book brings together the body of work from the second cohort of Senior Fellows from the Microsoft AI Economy Institute (AIEI), a flagship think tank that produces research and convenes experts to generate insights into how AI is reshaping work, education, and the broader economy. 

In Learning Curves, researchers consider how AI is reshaping the earliest stages of learning and work, from K–12 classrooms and community and technical colleges to college‑to‑work transitions and entry‑level jobs, and what it will take for that transformation to widen opportunity rather than deepen divides across institutions, communities, and countries.  

Below, I share a few of my own reflections that informed my contributions to Learning Curves, a collaborative effort that wouldn’t have been possible without the truly talented, diverse cohort of researchers who contributed to this book.  

The good, the bad, and the ugly: Laying the foundation for AI in K–12 classrooms

Before delving into the specifics of how to incorporate AI in classrooms, we need to ask ourselves whether we’re teaching for knowledge, or for learning.  

The book, the calculator, the personal computer, the internet, the search engine, and the smartphone all arrived in classrooms carrying real promise alongside the worry that they would hollow out young minds. Usually the truth landed somewhere in between, and where it landed depended less on the tool than on the choices the adults made about how to use it. 

The fact is that the AI-native generation is already here, and its members are in classrooms around the world. More than half of US teenagers already use AI chatbots for schoolwork. I’ve personally seen the promise of AI as a force for good in education up close in my own classroom, where I teach a computer science class to elementary school students.  

But of course, the good is only part of the story. We can’t shy away from the downsides of incorporating AI into classrooms. While AI can help with accessibility and individualized learning, it can also create over–reliance, contribute to student cheating, or prevent students from recognizing when information may be false. 

The rapid deployment of AI in K–12 classrooms needs to come with a sober assessment of how that technology impacts all students. This assessment must go beyond the technology itself to encompass how students, teachers, parents, and society use AI.   

AI literacy is only part of the solution

If classrooms are where students learn how to think, teachers are the conduit through which this learning happens. In Learning Curves, Joseph Orero, Senior Researcher in AI at Strathmore University’s School of Computing and Engineering Science, posits that teachers aren’t resistant to AI in classrooms; they just need proper training to help them adequately adapt and teach their students critical skills. His research contribution explores game-based learning with AI-enabled African languages. 

AI usage and adoption worldwide are also dependent on accessibility. Another chapter of the book looks at barriers and opportunities in Arabic education and finds that the primary barrier teachers encountered when introducing AI writing assistants into classrooms was Arabic digital literacy, particularly students’ typing ability.  

Researchers often circled around a similar theme: there is no one-size-fits-all approach to developing AI competency; instead, such an approach must be sensitive to local knowledge and contextualized teaching and learning practices. This means that teachers, in turn, must have training that makes sense for the unique contexts in which their students are learning.  

Frank Nagle, now Microsoft’s Chief AI Economist, Sarah Rodriguez, Associate Professor of Engineering Education at Virginia Tech, and other researchers in Learning Curves make the case that, in many ways, nontraditional pathways such as apprenticeships and two-year-degree programs, particularly those that are virtual, are more nimble and thus better able to adapt their curricula to the rapidly changing field of AI.  

AI Is taught in the classroom, but then what?

Education has never been about simply preparing people for the future of work so they can thrive in the labor market. When considered holistically, it is about teaching students not what to think but how to think. In our AI era, education is one of the core institutions through which the future of work will be built, distributed, and made more (or less) equitable. Successful AI integration remains human-centered by focusing on organizational change, durable human skills like empathy and judgment, strong employer partnerships, and learner needs. 

As research from Laura Nuriski, Head of Program on the Future of Work at the Centre for European Policy Studies (CEPS), highlights, access to AI alone does not ensure successful integration. Technology transfer, data infrastructure, organizational readiness, and a human-centered approach to building and deploying AI are also key indicators of success.  

Whether we’re talking about the classroom or the boardroom, it’s worth keeping in mind that AI tends to do the most good when it strengthens human capability and the most harm when it substitutes for it. That holds as true in a fourth- grade reading lesson as in a software team or a hospital ward. 

The children in our schools deserve tools that serve their learning rather than stand in for it, and that is within our power to provide. Our most successful future with AI will be one that is human-centered, inclusive, and designed to help people thrive. 

The post Learning Curves: The future of education, from classrooms to careers, in an AI-driven world appeared first on Microsoft On the Issues.

The people and institutions closest to a community understand their needs best. Libraries, small businesses, nonprofits, and schools see firsthand where AI can create opportunity and where people need support to navigate change. At Microsoft, our role is to help these trusted institutions lead by providing practical resources, training, and clear safeguards that strengthen local capacity and put communities at the center of AI literacy and adoption. 

Public libraries have served as trusted centers of community learning across the United States for generations. Today, we are announcing a new initiative with the Public Library Association, a division of the American Library Association, to expand resources and no-cost AI literacy and skills training for public library workers and their patrons.  

This work delivers on the commitment we made earlier this year through our Community-First AI Infrastructure initiative: to expand access to AI learning and opportunity by investing directly in local training. We’re committed to neighborhood learning through libraries, free literacy training, and certification opportunities, age-appropriate learning in schools and colleges, and support for nonprofit and small-business workforces. This new library initiative is the latest example of our broader work to help trusted local institutions serve as entry points for AI learning, skills development, and opportunity. This program comes alongside small business accelerator programs in TechSpark, our new Elevate for Changemakers platform connecting nonprofits to resources, and our ongoing national and statewide work to bring safe and responsible AI to education. 

Local libraries lead AI learning in their communities 

The Public Library Association AI literacy initiative we are announcing today, Building AI Skills and Agency Through Libraries, is designed to build practical skills, critical awareness, and the judgment to use AI safely and appropriately. It will pair Microsoft’s AI skilling resources with PLA’s national network of expert practitioners to support library workers and community patrons as they navigate this rapidly evolving technology.  

The initiative will expand practical resources and training for library workers, create opportunities to learn from one another through a Community of Practice, and offer free webinars and guidance to support their work with patrons.  

Library workers help people navigate information, find learning resources, and make informed decisions for themselves and their families. Supporting those workers is a practical way to bring AI learning closer to people, while respecting the independence of the institutions they trust. 

The approach reflects a broader view of AI literacy: people need more than instructions for using AI tools; they also need the knowledge and judgment to decide whether, when and how those tools should be used. The training will help library workers and patrons understand how AI works and expand their skills, while also evaluating potential risks, protecting personal and confidential information, critically evaluating AI-generated claims and sources, and better understanding considerations related to safety and bias.   

Equipping trusted local institutions to lead responsible AI adoption 

Last July, we launched Microsoft Elevate, a company-wide initiative that brings together our work to help people and institutions build the skills and capacity to navigate AI responsibly. Under the Elevate charter, each year, Microsoft supports nearly one million nonprofit organizations and education systems worldwide with technology, training, grants and discounts. Microsoft Elevate for Educators, our global community of over 100,000 teachers and school leaders, recently recognized our inaugural group of 20 Beacon Schools and School Systems that are leading examples of AI transformation in education, bringing together effective AI practices while keeping educators and students first. They are powerful examples of what happens when you combine committed educators, AI-powered technology, and intentional, no-cost staff training.

In Washington, our Elevate commitment has included a $3 million, two-year investment supporting 10 school districts and 10 community and technical colleges with grants, coaching, and communities of practice. To date, the initiative has reached 29,375 educators, with early pilots in Kennewick and Everett helping teachers explore practical uses of AI while keeping professional judgment at the center. 

Skills and access must be matched by strong safeguards. In September, Microsoft joined the American Federation of Teachers to establish a national AI Safety & Privacy Standard for Schools, with enforceable protections for student and educator data, human oversight, and transparency for families. Beginning November 1, every US school district can request Microsoft to add these protections to a new or existing agreement, without waiting for renewal or renegotiation. 

That same commitment extends to nonprofit staff and leaders. The Elevate for Changemakers program has already supported over 18,000 learners, helping them build practical AI skills, connect with peers, and earn recognition for turning learning into tangible outcomes for their organizations. And today we are expanding the program and introducing a new, connected experience that brings training, resources, and community together.  

Together, these efforts reflect a simple principle: responsible adoption requires more than technology. Educators, nonprofit changemakers, and community leaders need time, training, trusted connections, practical support, and clear guardrails so they can decide when AI strengthens learning and, equally important, when it does not. 

Investing in locally led economic opportunity across all 50 states

For nearly a decade, Microsoft has partnered with local nonprofits and small businesses across the U.S. through our TechSpark program. 

Through Fellows grants, TechSpark pairs local expertise with Microsoft coaching and a national peer network to help nonprofits expand their impact in their local community and drive accelerated innovation for local small businesses. Today, Microsoft is announcing the new 2027 TechSpark Fellows across all 50 states and releasing the 2026 Fellows Impact Report showing what a locally led model can make possible.  

Over the last three years, the Fellows cumulatively report access to more than $298 million in community funding, 59,600 people trained and upskilled in AI literacy, and more than 1,500 nonprofit partners mobilized to advance their missions within their communities. These numbers tell an important story: no single organization can create lasting opportunity on its own, and local context matters.  

In Virginia, Rosie Riveters Executive Director Brittany Greer is showing what it looks like to build the human capabilities that innovation requires. Through hands-on STEM experiences, students build, test, and troubleshoot to develop the critical thinking, persistence, and independent judgment they will need to use AI thoughtfully. Her work is the kind of learning these partnerships are designed to strengthen.  

Community institutions know their neighbors, understand the barriers they face, and are best positioned to decide how new resources can serve them. 

An ongoing journey

The thread connecting a library worker, a job seeker, a TechSpark Fellow, and a teacher is not a particular product. It is the ability to make informed decisions with support from people and institutions they trust. Our responsibility is to make that support more useful, accessible, and human-centered, while being candid about what we have yet to learn. 

As we navigate the rapid pace of innovation in this AI era, our aim is not simply to bring AI into more places. It is to help people retain a stronger voice in what happens next, in their workplaces, their classrooms, and their communities. 

The post Expanding AI literacy with the Public Library Association and community-based programs appeared first on Microsoft On the Issues.

Microsoft has served the Middle East since it began operations in the region in 1991. Since then, we’ve steadily expanded our presence and investments, growing from a local technology provider into a long-term partner to governments, businesses, educational institutions, and civil society organizations. Today, Microsoft is reaffirming that commitment through a new framework focused initially on Kuwait, Qatar, Saudi Arabia, and the United Arab Emirates.  

We are expanding our investments in the Middle East with confidence in the region’s future as it pursues one of the world’s most ambitious AI transformations. We will add to our local partnerships across the region. We will build on the work we have done to stand by these countries’ governments and people through a period of significant challenges. As we look to the future, we will invest further in technology, digital resilience, and the people across the region.   

From now until 2030, we will pursue the following initiatives with our partners in the region:  

Technology

We will expand cloud and AI infrastructure across the Middle East 

Microsoft will continue to invest in cloud and AI infrastructure across the region, expanding capacity, launching new capabilities, and delivering long-term infrastructure commitments. We plan to invest more than $10 billion in capital and operating expenses between now and 2030 in the region.  

We will deepen our partnerships through national AI champions 

Microsoft will deepen strategic partnerships with governments and national AI champion organizations to translate AI ambition into economic growth, modern public services, and global competitiveness. This builds on work with organizations including HUMAIN, G42, QAI, and the Government of Kuwait, alongside digital-government initiatives such as TAMM in the UAE, SDAIA’s ALLaM in Saudi Arabia, TASMU in Qatar, and Microsoft 365 Copilot adoption across the Government of Kuwait. 

These partnerships will support responsible AI adoption, sovereign-ready cloud services, Arabic and multilingual AI, and the use of AI to improve services for citizens and businesses. They will be supported by capabilities including Microsoft Sovereign Public Cloud, Sovereign Private Cloud, and Project Digital Shield, where relevant and available. 

We will invest in subsea and terrestrial connectivity 

Digital resilience depends on strong and reliable networks. Protecting subsea and terrestrial connectivity requires sustained cooperation between governments and the private sector, but the foundation of continuity is redundancy.  A diverse network of high-capacity routes allows traffic to be rerouted around disruptions, minimizing latency and maintaining critical data flows.  

Microsoft has helped expand both the capacity and reliability of digital connectivity across regions through investments in major international subsea cable systems, including SeaMeWe-6, which has landings in Qatar, Saudi Arabia, and the United Arab Emirates, as well as operating a global network spanning more than 275,000 miles of terrestrial and subsea fiber. During network disruptions, Microsoft has demonstrated the value of redundancy by rerouting traffic through Middle East corridors and maintaining service continuity with minimal impact on customers.  

Building on this foundation, Microsoft plans to invest more than $400 million in subsea and terrestrial connectivity across the Middle East by 2030. This investment will expand capacity, strengthen regional data flows, and support Microsoft’s growing cloud and AI infrastructure footprint across the region.  

We will build AI infrastructure with the planet in mind

As we expand our cloud and AI infrastructure in Kuwait, Qatar, Saudi Arabia, and the UAE, we will do so with a focus on responsible growth. Guided by Microsoft’s global goals to address carbon, water, waste, and ecosystems, we will work with our lessor partners to ensure that the cloud infrastructure supporting our services advances Microsoft’s water-positive ambitions, including by prioritizing zero-water cooling technologies where feasible. 

Water resilience is particularly important across the Middle East. Building on Microsoft’s global experience advancing water stewardship through water reuse, replenishment, and innovative water management solutions, we will work with governments and local stakeholders to identify opportunities that advance responsible water stewardship across the region. 

As AI accelerates economic opportunity across the Middle East, expanding access to clean energy will be essential to ensuring this growth is sustainable. We will also collaborate with regulators, utilities, and our lessor partners to help create the market conditions needed to expand carbon-free electricity procurement and stimulate new clean energy investment. By combining infrastructure investment with local partnerships and innovation, we aim to support the region’s energy and water priorities while helping build the sustainable foundations needed for long-term AI-led economic growth. 

Digital resilience

We will launch a new Middle East digital resilience initiative 

Conflict in the Middle East has reinforced the connection between digital resilience and digital sovereignty. Microsoft has worked with customers to support business continuity through resilience options tailored to different operational and regulatory needs. Going forward, Microsoft will make digital resilience a cornerstone of its Middle East strategy, helping organizations strengthen continuity and recovery through digital resilience assessments, reference architectures, readiness guidance, continuity planning, and enablement programs that help identify vulnerabilities, protect critical data, and build tested recovery capabilities.  

We will strengthen data protection, privacy, and business continuity 

Microsoft will expand our existing commitments on data-protection sovereignty and business continuity to eligible governments and customers in Kuwait, Qatar, Saudi Arabia, and the UAE. These are designed to give organizations greater confidence in how their data, systems, and operations are protected while maintaining continuity in times of uncertainty. They will be complemented by Microsoft’s growing sovereign-cloud portfolio, including Sovereign Public Cloud and Sovereign Private Cloud capabilities, together with Project Digital Shield and other capabilities that support security, privacy, transparency, and operational resilience. 

 We will expand and strengthen cybersecurity cooperation 

As Kuwait, Qatar, Saudi Arabia, and the UAE accelerate their digital transformation, cybersecurity has become a core pillar of national and economic security. As governments, critical infrastructure, and economies become more connected, cyber threats and influence operations can have consequences that extend far beyond physical borders.  That’s why we are announcing that we are deepening our partnerships with the cybersecurity authorities in these countries.  

A network of dedicated Microsoft cybersecurity champions in Kuwait, Qatar, Saudi Arabia, and the UAE will help governments translate these resources into action and connect national priorities with expertise across Microsoft. Stronger cybersecurity benefits far more than individual networks. It helps build trust to ensure digital transformation will succeed.  

We will advance responsible AI through governance, assurance, and inclusion 

Microsoft will work with governments, businesses, researchers, and civil society organizations across the Middle East to help people and institutions benefit from new technology. As AI advances, realizing its full potential will require not only access to powerful technology, but the governance, assurance, and skills required to deploy it confidently and responsibly.  

We will help strengthen AI governance capabilities across the region and support practical approaches to testing, evaluating, and assurance systems. We will also expand collaboration with the Responsible AI Future Foundation (RAIFF), co-founded with G42 and the Mohamed bin Zayed University of Artificial Intelligence (MBZUAI), to support the development and sharing of responsible AI practices and evaluation tools that can be applied across high-impact AI use cases in the Middle East and beyond.  

By helping organizations align with emerging international practices, we aim to strengthen confidence in AI systems, support responsible innovation, enhance global competitiveness, and ensure that the Middle East plays an active role in shaping the future of AI. 

We will advance AI for Good research and innovation 

Microsoft’s AI for Good Lab will continue to support the region through research and partnerships focused on food security, low-resource language development, and climate and disaster resilience. This includes work through initiatives such as the LINGUA program, which supports the development of language technologies for underserved communities.  

In partnership with governments, NGOs, nonprofits, and research institutions, the AI for Good Lab will continue developing and scaling AI solutions that address real-world challenges across the Middle East and beyond.  

People

We will prepare the next generation for the AI economy 

We believe AI should enhance human ambition, strengthen human capability, and help prepare workers to thrive in a changing economy. That is why Microsoft will continue to invest in AI skills, workforce readiness, public-sector capability building, and inclusive talent development across Kuwait, Qatar, Saudi Arabia, and the UAE, building on existing commitments to help skill more than 4.2 million people by 2030.

This work includes training for public-sector leaders, students, and workers; initiatives focused on expanding opportunities for women; and partnerships with educational institutions across the region. This work builds on programs such as Saudi Arabia’s AI Global Leadership Program, AI Skills 4 Women programs in Saudi Arabia and Qatar, and the Women’s Datacenter Academy in Saudi Arabia. Microsoft will also engage with workforce coalitions that can support national talent strategies and policy recommendations. 

We will help education communities prepare learners for the AI era 

Microsoft is working with governments, educators, institutions, and partners across the Middle East to develop responsible AI principles across primary, secondary, and tertiary education. This includes supporting AI literacy, helping educators integrate AI into teaching and learning, and sharing practical guidance for responsible AI use in educational settings. Across Kuwait, Qatar, Saudi Arabia, and the UAE, we will work with local partners to ensure students and educators can benefit from AI safely, responsibly, and effectively and will engage educators, policymakers, industry leaders, and civil society to support practical approaches to AI implementation that reflect local priorities. 

We will help empower workers in the AI economy 

We will partner with governments, employers, workers, education providers, and other stakeholders to help people adapt to changing workplace demands. Our focus is on practical skills development, workforce readiness, and leadership development that helps countries build competitive economies and create new opportunities for workers in an AI-enabled future.  

We will support local and national AI talent priorities across the Middle East 

Microsoft is partnering with governments, academic institutions, and civil society organizations to support national talent priorities by advancing AI skills, leadership development, and workforce readiness programs for public-sector leaders, students, underrepresented talent, and people across the Middle East. The goal is to help countries build globally competitive workforces, accelerate innovation, and unlock new economic opportunities in the AI era.  

From ambition to impact

While no one can predict the future, one thing is certain: Microsoft has been part of this region’s journey for more than 35 years, and we are committed to being a partner for the long term. We look forward to continuing to work alongside governments, businesses, educators, and communities to help build that future together. 

The post Microsoft strengthens its commitment to the Middle East by investing in technology, digital resilience, and people appeared first on Microsoft On the Issues.

Microsoft has disrupted EvilTokens, a powerful cybercrime platform that used AI at every step of the attack chain—from compromising email accounts to designing intricate roadmaps for financial fraud and scams. While EvilTokens helped cybercriminals access email accounts, at the center of the service was an AI-style chatbot that could analyze a victim’s inbox and help criminals identify trusted relationships, payment authorizations, and sensitive responsibilities, as well as other circumstances where fraud was most likely to succeed. The platform could even recommend fraud strategies, including drafting messages that impersonated trusted contacts to help criminals trick victims into taking action. 

In short, AI was not simply helping attackers write more convincing messages. It helped them decide who to target, who to impersonate, and how to most effectively exploit the relationship to extract as much money as possible.   

Within months of launching in February 2026, EvilTokens had been linked to more than 12,000 compromised email inboxes across over 10,000 organizations worldwide, showing how quickly the service gained traction. Microsoft observed the highest concentrations of victim activity in the United States, Canada, the United Kingdom, Australia, India, and France. Affected organizations ranged from wholesale distribution and construction to financial services, real estate, higher education, and healthcare. Working with partners, Microsoft seized 50 websites used to operate the service and disabled more than 150 additional domains tied to its supporting infrastructure. In the United Kingdom, the Metropolitan Police Service’s cybercrime team arrested two men on suspicion of offenses connected with the alleged operation of EvilTokens.  

But the significance of EvilTokens extends beyond its rapid growth and global reach. It offers an early warning of what happens when cybercriminals combine stolen access with AI capable of understanding how an organization works. 

From account access to financial fraud

EvilTokens helped criminals gain access to email accounts by tricking victims into entering an authentication code on Microsoft’s legitimate sign-in page. By completing the normal authentication sign-in process, victims unknowingly gave criminals access to their email accounts without revealing their passwords. That access could persist even after a password reset if the associated sessions and tokens were not also revoked. Microsoft Threat Intelligence provides additional technical details about the operation, how device-code attacks work, and steps customers can take to protect themselves here. 

Once inside an account, criminals have traditionally needed time and experience to sift through thousands of messages, identify decision-makers, understand payment processes, and find opportunities for fraud. 

EvilTokens began automating that work. Its AI tools could summarize and translate emails, surface financial conversations, map organizational roles, identify trusted relationships, and recommend potential targets. Preset prompts offered to find wire-transfer discussions, identify the organization’s “money movers,” locate vendor invoices, and determine the best people to impersonate.

The post Disrupting EvilTokens: The AI Chatbot Built for Cybercrime appeared first on Microsoft On the Issues.

Today we published our latest Global AI Diffusion Report. Global AI diffusion continued to climb in the second quarter of 2026. In June, AI usage was 18.8% of the working-age population worldwide, an increase of about 1% from the first quarter of this year. Growth was broad-based: almost every economy saw increased usage.

Notably, the UAE (73.3%) and Singapore (64.3%) continue to top the leaderboard. South Korea again saw the largest absolute change, with an increase of 3.5 percentage points. Saudi Arabia climbed five places from 30th to 25th, the largest rise in the rankings. Japan recorded the largest relative change, growing by 2.2 percentage points, or roughly 10% relative to its Q1 usage of 22.5%. Worldwide, the quarter brought a continued widening of the AI gap between the Global North and South, with usage now at 28.8% in the North and 16.2% in the South.

To track all these trends, we continue to measure AI diffusion as the share of people worldwide ages of 15 and 64 who have used a generative AI product during the reported period. This measure is derived from aggregated and anonymized Microsoft telemetry data and is adjusted to reflect differences in operating system and device market share, internet penetration, and population. Additional details on the methodology are available in our AI Diffusion technical paper.

No single metric is perfect, and this one is no exception. Through the Microsoft AI Economy Institute, we continue to refine how we measure AI diffusion globally, including how adoption varies across countries in ways that best advance priorities such as scientific discovery and productivity gains. For this report, we rely on the strongest cross-country measure available today. Over the past year, there has been a significant rise in new AI tools and models. For our next report, we will expand our measure to include usage of these new tools and expect this update to increase AI user share across almost all economies, with larger projected increases in China.

In addition to our comparison of AI diffusion between the Global North and the Global South, we also find important differences in how AI is being used. Using consumer Microsoft Copilot usage insights, we examined these differences. The most notable difference is a higher share of education and learning use in the Global South.

This report also includes a substantive discussion of open-weight AI models. Open-weight AI model use is increasingly visible through application programming interface (API) usage of AI, where open models have captured a growing share of token volume. This shift could especially benefit the Global South by lowering access costs and enabling adaptation to local languages and needs, although barriers such as infrastructure, connectivity, and skills remain.

Download the latest Global AI Diffusion report and explore the data here.

The post The continued state of global AI diffusion in 2026 appeared first on Microsoft On the Issues.

As Americans prepare to vote this November, artificial intelligence is changing how many people find and understand election information. 

Some voters are deliberately turning to AI tools with questions about candidates, ballot measures, election procedures, and issues that matter to their communities. Others are encountering AI-generated summaries at the top of search results. In either case, AI is increasingly becoming a front door to election information. 

This shift is happening quickly. More than 30% of the U.S. working-age population now uses AI (Microsoft AI Diffusion Index, Q1 2026; Microsoft, AI Adoption Across the United States). These tools can help people understand complicated topics, compare information, and explore unfamiliar issues. But election information can also present some challenges for AI. It is highly local, changes quickly, and can be incomplete, contested, or stripped of essential context. 

The answer is not to steer voters away from AI, it is to help people use it wisely, particularly when the information may influence aspects of their voting experience, such as how, when, and where they cast their ballot. 

That is why, on National Voter Registration Day, a day when our brands and products come together to encourage civic participation, we’re launching the next phase of our voter education initiative, Check. Recheck. Vote. This year, the campaign will equip voters with practical AI literacy skills for the 2026 election season.  

Check. Recheck. Vote.

We launched Check. Recheck. Vote. in 2024 to help voters recognize the risks posed by deceptive AI-generated content. Deepfakes and other deceptive media remain a serious concern. But in conversations with voters and election organizations, we are also hearing about a broader and more immediate challenge. Millions of people now encounter election information through AI-generated answers, and many are not sure how to determine whether those answers are current, complete, or reliable. 

The updated campaign gives voters three straightforward steps: 

• Check the sources and citations behind an AI-generated answer. Look for where the information came from, who published it, and when it was last updated. Be cautious when an answer provides no sources. 

• Recheck important details by visiting the original sources and comparing what other credible sources say. This is especially important for fast-changing or location-specific information. 

• Vote based on current information from your state or local election website, including official guidance on registration, voting options, deadlines, and polling locations. 

At the center of the campaign is a new 75-second video that shows how an AI-generated answer can appear during an ordinary election-related search, explains where these answers can fall short, and offers simple steps voters can take before relying on them. 

The campaign website pairs the video with practical guidance and links to authoritative election resources, including state-by-state voting information and tools for educators.  

We are working with the National Association of Secretaries of State (NASS) and the National Association of State Election Directors (NASED) to scale the reach of this campaign across all fifty states and the territories and to point voters to accurate information directly from state and local election officials so they can participate with confidence. 

We believe that civics and voter education start well before a citizen is old enough to vote. That’s why we are also investing in efforts to extend AI voter literacy education in the classroom. The campaign website includes a classroom activity to help students examine how AI may shape the election information they encounter, practice verifying claims, and keep their own judgment at the center of the process. We are also amplifying our impact on this important issue by supporting the News Literacy Project. 

We’re also proud to announce today that, in partnership with iCivics, we are launching Village Square – a new Minecraft Education civic learning experience that helps students explore how communities make decisions and solve shared challenges. The game brings concepts such as dialogue, participation, and collective decision-making to life through immersive gameplay. Village Square gives educators and families an engaging, nonpartisan way to help young people practice listening to different perspectives, weighing trade-offs and working together to build stronger communities. 

Finally, we know that credible local reporting remains essential to informed civic participation, and that reporting is under strain in many communities. 

In Washington state, Microsoft is partnering with the Associated Press Fund for Journalism to expand election coverage for 10 local newsrooms operating 14 news websites. Participating newsrooms receive access to AP election results and race calls, vote tabulations, state-specific maps and graphics, and resources that help local journalists connect national and statewide developments to the communities they serve. 

The newsrooms represent communities from Seattle to Spokane and the Wenatchee Valley. Their work complements the reporting of the Associated Press, helping trusted, fact-based election coverage and results reach communities that might otherwise lack access. 

This investment reflects a broader reality. Voters need more than information. They need reliable sources that can provide context, ask hard questions, correct mistakes, and explain what national developments mean at the local level. 

Microsoft’s Support for the 2026 Midterms

Voters aren’t the only ones navigating this AI moment, so are the people running campaigns and conducting elections, all while facing an increasingly complex cybersecurity landscape. Microsoft has long supported the security and resilience of campaigns and elections. In 2018, we launched AccountGuard to help political campaigns and democracy-focused organizations defend against cyberattacks, and during the 2024 election cycle we joined dozens of other technology companies in the Tech Accord to Combat Deceptive Use of AI in 2024 Elections. Here’s how that commitment continues today: 

Equipping election officials. With The Elections Group, International IDEA, Ready for Tuesday and Arizona State University’s Mechanics of Democracy Lab, we launched the free, open-source AI + Elections Skills Hub: prompts, sample AI agents, and draft policies for responsible adoption. It’s already reached 1,000+ officials across 45 states. 

Strengthening cybersecurity. We’ve deployed Microsoft Sentinel to several state and local election offices for stronger threat detection, and we’re also supporting select election and political stakeholders with MDASH to find and fix software vulnerabilities faster. 

Countering bomb hoaxes. More than 300 emailed bomb hoaxes disrupted polling places in 2024. In response, we’ve started a new Elections Bomb Threats Task Force alongside partners Social Scout, Nisos, and the Committee for Safe and Secure Elections (CSSE) to bring together digital intelligence and law enforcement expertise to track & share trends and reduce disruptions. An initial report on the hoaxes encountered in 2024 will shape our approach for 2026. 

Supporting campaigns. Built with Defending Digital Campaigns, our Secure AI Toolkit for Campaigns has reached 3,000+ campaigns and political stakeholders with practical AI guardrails. Our Campaign Technology team has also trained thousands of candidates, staff, and officials from both parties on responsible AI use and cybersecurity best practices. 

The technology continues to change, but our approach remains consistent: help voters find authoritative information and make informed judgments, help campaigns and election authorities defend against evolving threats, and help the election community adopt technology that strengthens security, accountability, and civic participation. This work is bipartisan by design, and it includes: 

• Azure for Elections – prioritized support and security for elections-critical cloud workloads 

• M365 for Campaigns – secure, cost-effective collaboration and email for candidates and campaigns 

• Deceptive AI in Elections Reporting – malicious deepfakes of candidates and election officials are disallowed on Microsoft platforms, and targeted individuals can report them directly 

• Content Provenance – Microsoft image generation products affix content provenance to images, with LinkedIn displaying that provenance to users 

• Civic engagement – continuing our long-standing work to promote civic engagement through our own products and partnerships 

The 2026 election will be the first U.S. federal election in which generative AI is part of the everyday environment for millions of voters as well as those who support the political process. That creates new risks, but it also gives us an opportunity to equip people with skills that will remain valuable well beyond a single election. 

The post 2026 midterm elections: Helping voters navigate election information in the age of AI appeared first on Microsoft On the Issues.

Today, Microsoft published its 2026 Responsible AI Transparency Report. The report highlights the progress we’ve made in building and deploying AI responsibly, supporting our customers, and strengthening our responsible AI governance, tools, and practices. You can explore the report in its entirety here.

AI is moving fast, and so are societal expectations. The boundaries of what people can accomplish with AI are expanding, and communities are asking more questions about how AI systems are designed, built, and used. As AI becomes more integral to how we live and work, confidence that AI systems are operating reliably and securely is becoming an essential prerequisite to their broad and beneficial adoption.

At Microsoft, we have been building a responsible AI program for nearly a decade, rooted in two core beliefs: that trust is foundational to realizing the benefits of AI and that the empowerment of people and organizations must remain at the center of our strategy. As capabilities advance and adoption accelerates, that experience is helping us meet this moment and adapt for what comes next.

Our third annual Responsible AI Transparency Report shares how our program is evolving and the priorities that continue to shape our work. Over the last year, investing in three specific areas has enabled us to embed trust more deeply and at greater scale: adaptive governance and technical risk management, practical tools and capabilities, and shared practices and strong partnerships. These investments cut across five trends shaping the AI landscape, including the rapid expansion of agentic AI.

Taken together, these trends and investments underscore our view that model capability alone will not determine the impact of AI. That will depend on organizations that develop and deploy AI technologies that deliver real value—and govern them with the rigor and adaptability needed to earn and sustain trust.

Adaptive governance and technical risk management

As the frontiers of AI advance, we are making our governance more adaptive and more tightly integrated with engineering workflows. In practice, this means that we have updated our policies to better match the AI tech stack and AI value chain, evolved our risk management practices to address emerging AI capabilities and risks, and strengthened the readiness of our responsible AI community: the people who operationalize our program at enterprise scale.

This year, we re-engineered our Responsible AI Standard to make it more adaptive to evolving technical realities, uses, risks, and regulatory requirements. The new Standard is structured by reference to different components of the tech stack—models, platform services, and applications—and the role that Microsoft plays in developing or deploying those components. It combines core requirements that always apply with more targeted, scenario-specific requirements that can evolve as capabilities and risks change. For example, we apply some of our most rigorous risk management measures to AI systems with the most significant cyber capabilities, helping ensure that advances in AI favor the defenders responsible for securing critical digital infrastructure.

We are also evolving our technical risk management practices. Increasingly capable systems can retain memory, use tools, access data, and take actions on behalf of users. Governing these systems requires us to think beyond the behavior of an individual model or application to interactions among models, agents, applications, tools, data, and people. Our work increasingly focuses on controls such as agent identities, tool permissions, and monitoring of actions.

And governance only works when people can put it into practice. We have continued to build responsible AI capabilities across Microsoft, equipping thousands of engineers and product managers with training on topics such as agentic AI threat modeling and prompt injection defenses.

Together, these investments are helping us move toward a more continuous, lifecycle-based approach to AI governance. With agentic AI, risks can evolve as systems interact with their environments, users, and other systems. Our governance needs to evolve with these agentic capabilities—and incorporate what we learn from their testing and deployment.

Practical tools and capabilities

Effective governance depends on tools that help translate policy goals into action. As developers and organizations navigate a more complex technical and regulatory environment, they need practical ways to identify risks, evaluate systems, establish controls, and monitor how AI behaves in the real world.

We are applying what we learn from governing AI at Microsoft into tools, capabilities, and resources that help developers and organizations beyond Microsoft do just that—whether they build on our platforms or leverage open-source projects.

We have expanded tools to evaluate AI systems across the lifecycle. A new AI Red Teaming Agent helps accelerate the identification and evaluation of risks. Agent evaluators help developers measure the quality, safety, and performance of agentic applications. RAMPART turns red team findings into repeatable tests, enabling more continuous coverage as systems change.

We are also building greater visibility and control into agentic systems. With ASSERT and Agent Control Specification, developers can evaluate agents against their policies, place runtime controls at critical points in an agent’s workflow, and monitor behavior.

These tools and capabilities reflect a shift: as systems become more dynamic, governance needs to become more operational. Organizations need to be able to see what their systems are doing, test how they behave, and intervene when necessary—not just assess them before deployment.

Organizations also need confidence—and increasingly need to demonstrate—that responsible AI practices are being implemented consistently. Microsoft is one of the few companies certified against ISO 42001 across a broad portfolio, including Microsoft 365 Copilot, Foundry, and GitHub Copilot. Over the last year, we have simplified and strengthened our internal processes that support that certification.

Ultimately, responsible AI governance is a shared responsibility across the AI value chain. Our goal is to help make the practices and capabilities needed to meet that responsibility more accessible, practical, and scalable.

Shared practices and strong partnerships

The challenges of governing AI are bigger than any one company, and increasingly interconnected AI systems make collaboration even more essential.

As AI adoption expands across borders and sectors, we need shared expectations for how systems are evaluated, monitored, and governed, as well as interoperable standards that enable visibility into interactions across tools, data, and systems. We also need to keep advancing the underlying science and technical practices so that we can benefit from rigorous, applied insights into what effective governance looks like and where the remaining gaps are.

That starts with research. Over the past year, we advanced our work with the US Center for AI Standards and Innovation and AI Safety and Security Institutes in Australia, Singapore, and the UK to strengthen the science and practice of AI evaluation. We also launched an External Red Team Alliance with 18 universities across six continents to expand understanding of priority risks.

Common technical practices and standards are critical. Through the Frontier Model Forum, OpenTelemetry, and the Appia Foundation, we are helping develop approaches spanning frontier cyber benchmarks, end-to-end observability for increasingly agentic systems, and AI assurance across supply chains and sectors. We are also contributing to efforts that make transparency reporting more interoperable across organizations and jurisdictions, including through an OECD-led informal task force that developed the Hiroshima AI Process Reporting Framework version 2.0.

We also need shared ways to measure progress. We cannot meaningfully assess progress if every organization measures AI risks differently. Through our work with MLCommons, we are helping expand AILuminate into a broader suite of reliability benchmarks, creating common approaches for evaluating areas such as jailbreak resilience, multilingual performance, and psychosocial risk in conversational AI.

Shared learning, shared practices and standards, and shared measurement can help the entire ecosystem develop while raising shared expectations for trust.

Meeting the moment and investing for the future

Our experience over the past year has reinforced that responsible AI cannot be static. It has to be embedded in development processes, supported by practical tools, and continually informed by what we learn. That is why our responsible AI investments extend from the systems we build, to the tools we provide our customers, to the research, practices, and measurement approaches we help develop with the broader ecosystem.

Our 2026 Responsible AI Transparency Report explores this work in more depth—from how we re-engineered our Responsible AI Standard to how we are strengthening governance for agentic AI, advancing evaluation, and addressing AI misuse. We invite you to explore the report to see what we have learned, what we have changed, and how we are putting our priorities into practice.

As AI becomes more powerful and more present in people’s lives, our commitment is to keep listening and learning, to keep strengthening our safeguards, and to keep putting the empowerment of people and organizations at the center of our strategy.

The post Responsible AI in 2026: How we are adapting for what’s ahead appeared first on Microsoft On the Issues.

Today, the House of Representatives passed historic legislation that will protect our customers’ most fundamental privacy rights in the cloud. The bipartisan NDO Fairness Act (H.R.6048) would require that federal courts apply a rigorous standard when issuing non-disclosure orders (NDOs), or secrecy orders, that prevent technology providers from telling customers when law enforcement accesses their emails, texts, photos, and other personal information in the cloud. Microsoft has strongly supported these reforms, and they are consistent with our commitment to protect our customers and ensure trust in the digital services that are powering the global economy.  The House’s passage of the NDO Fairness Act marks a significant step forward. We now look forward to working with the Senate to advance these important reforms.

The NDO Fairness Act would finally correct the glaring disparity between covert searches in the physical and digital worlds. Law enforcement must meet a strict standard for secret physical searches, but these restrictions do not apply to secret searches for data stored by technology providers. Instead, law enforcement can obtain boilerplate secrecy orders under a 40-year-old law, the Electronic Communications Privacy Act (ECPA), enacted before the cloud even existed. This represents a fundamental shift from historical law  enforcement practices where secrecy was the exception, not the norm. Officers or agents would knock on your door with a warrant or serve your company with a subpoena. If you had an issue with that, you could go to court to object. But NDOs, often obtained without meaningful judicial review, allow law enforcement to skip going to you and instead go to your cloud provider for your data in secret.  

This is a problem with far-reaching consequences. The overuse of secrecy orders erodes trust in and discourages adoption of the cloud, stifles transparency and accountability, and threatens our fundamental freedoms. Notice is perhaps the most foundational protection against government overreach. It is necessary to give meaning to nearly every other right we enjoy. This is because it is a lot more difficult to assert your rights when you don’t know they are at risk to begin with.  

Two investigations, two administrations, one case for reform 

In recent years, Congress has learned this lesson firsthand. Microsoft first testified and began working with Congress in support of the NDO Fairness Act following reports in 2021 that the first Trump Justice Department used NDOs in a leak investigation that prevented notice of legal demands to Members of Congress, their staff, and the press. In a subsequent review, the Justice Department’s Inspector General found that the NDOs used boilerplate justifications that did not include case-specific information and did not even inform the court that some accounts belonged to Members of Congress. The NDOs were then renewed for years—some even after the investigation was public and individuals were no longer targets.  

This is despite the fact that, under our Constitution, Congress is a separate branch of government and has unique Speech or Debate privileges, and the press is entitled to heightened First Amendment protections. 

Separately, a recent Senate investigation revealed that the Biden Justice Department’s “Arctic Frost” probe of the 2020 presidential election sought telephone records from more than a dozen Members of Congress. As first disclosed by Senator Grassley and recently reported in the New York Times, the subpoenas were accompanied by NDOs that, again, did not inform the judge of the fact that the phone numbers belonged to Members of Congress. 

The NDOs in these two investigations illustrate a core problem with NDOs. And it’s a problem that spans administrations and extends well beyond investigations involving Members of Congress: Too often, courts are not aware of the most basic facts needed to evaluate whether total secrecy is necessary.  

Microsoft’s record: Standing up for our customers 

This is why Microsoft, for years, has fought to strengthen our customers’ rights and has challenged unlawful secret surveillance. We’ve stood up for our customers not just in the halls of Congress, but in courts across the country and in daily negotiations with law enforcement. We routinely challenge NDOs and convince the government to modify secrecy orders to permit notice to our customers. When we can’t reach a reasonable agreement with the government, we don’t hesitate to go to court. Microsoft is currently seeking to modify or vacate several NDOs in courts across the country. While the details of these challenges remain under seal, this includes a now-public appeal brought by LinkedIn, a Microsoft subsidiary, that is scheduled for oral argument before the US Court of Appeals for the Fourth Circuit on September 15. 

Our efforts over the years have led to policy changes at the Department of Justice, including guidance limiting the duration of NDOs after Microsoft filed a lawsuit against the US government in 2016 challenging indefinite NDOs as unconstitutional.  

Sometimes, challenges to secrecy orders are unsealed, and we’re able to share additional details; most often, we simply provide our customers with notice, allowing them to take steps to further protect their rights. But these efforts, no matter how successful, have not stopped the flow of overbroad NDOs.  

The NDO Fairness Act 

Challenges in court cannot do the work of Congress. We need the legislative reforms contained in the NDO Fairness Act. These would:  

• End boilerplate secrecy orders by requiring judges to consider the full facts and circumstances of each order.  

• Ensure that the NDO statute is consistent with the First Amendment by requiring courts to strictly scrutinize requests for secrecy.  

• Codify restrictions to prevent indefinite secrecy orders and limit the length of extensions by requiring time-limited orders.  

• Recognize technology providers’ statutory right to challenge an order to ensure providers can stand up for their rights and their customers’ rights.  

• Increase transparency reporting around the government’s use of secrecy orders.  

The NDO Fairness Act would not eliminate NDOs. Nor should it. Temporary secrecy is appropriate in some cases—particularly those involving child exploitation, terrorism or other violent crimes, nation-state cyberattacks, or cases where there is clear evidence that notice would jeopardize a sensitive investigation. Microsoft is a strong partner with law enforcement in its efforts to protect our nation and the most vulnerable members of society. But these reforms would ensure that NDOs are consistent with our most fundamental rights and freedoms.  

The Senate must now seize the moment 

Congress has made significant progress advancing these reforms. I want to thank Speaker Johnson and Majority Leader Scalise as well as Representatives Fitzgerald and Nadler for scheduling a vote and sponsoring this legislation. House Judiciary Committee Chairman Jordan and Ranking Member Raskin also deserve our appreciation for championing this legislation through the House committee process. As consideration moves to the Senate, we look forward to working with Senators Lee and Coons and supporting their leadership and efforts to enact this bill into law.  

Microsoft has fought for the NDO Fairness Act because we stand up for our customers and will fight for their rights. I am thrilled to see bipartisan support for these reforms culminate in today’s House passage of this legislation. But the work is not yet finished. The Senate now has an opportunity to build on this momentum and help enact these critical reforms into law. 

 

 

The post House passes historic reforms to rein in secret surveillance appeared first on Microsoft On the Issues.

Today we’re publishing our first “Public Country-by-Country Report” for our fiscal year 2025, disclosing our taxes in the period from July 1, 2024, to June 30, 2025. It covers the countries and regions included under European Union rules and shows, for each one, our revenue, profit, number of employees, and income tax accrued and paid during the year.  
 
We have provided this kind of information directly to tax authorities for several years under the Organization for Economic Cooperation and Development (OECD) framework. It is now published to support transparency commitments, and we believe it is important to proactively address any questions these disclosures may raise, recognizing that numbers on a spreadsheet rarely tell the full story.
 
Microsoft pays the taxes we owe in every country where we operate. We know there are strong views about whether companies are paying enough, and we believe providing this context leads to a more informed conversation.

Understanding country-by-country reporting

Country-by-country reporting is not widely understood outside tax and accounting circles. Some figures may look surprising at first, but a number that appears low or high in one country does not, on its own, tell the full story. Tax law differs from country to country, and there are two important things to keep in mind when reading the report.  

First, the numbers are prepared using rules that differ from United States or country-specific financial accounting and tax rules, so they may not match other Microsoft information people have seen. For example, this report combines all Microsoft legal entities in a country and follows the reporting rules required by EU regulations. By contrast, local statutory accounts usually cover just one legal entity, follow local accounting rules, and may use a different fiscal year from Microsoft’s.  

Second, accrued tax is what you owe for the year. Tax paid is the amount actually paid during the year. The two can differ because the timing of owing tax and paying tax doesn’t match exactly. 

France is a good example of why a single line can look unusual without context. In FY25, cash tax paid in France reflects a one-time refund of tax overpaid in an earlier year. That makes this year an outlier. In this specific case, accrued tax may be a better reflection of the taxes borne for the fiscal year. Microsoft paid $374 million in tax in France over the prior three years. 

Variations like these are a normal part of how large companies, both domestic and multinational, are taxed across borders, and they reflect an evolving tax landscape as well as a business that continues to change. We comply with every local rule that applies to us, and as those rules change, our reporting will change with them. Microsoft is committed to a tax structure that reflects where our people work, where we invest, and where functions, assets, and risks occur, and this has been a guiding principle. 

How our investments support local economies

We understand that this discussion is not only about what the law requires or what a single tax line shows in a given year. For many people, it is also about a broader question of contribution: how companies support the countries where they do business. That contribution includes the taxes we pay, the capital we invest, the local jobs and infrastructure we support, and the economic activity created through customers and partners. In the S&P, Microsoft ranks second globally in corporate income taxes paid in the last year, with a total of $28.7 billion. In fiscal year 2025, we paid $6.3 billion in income tax in the EU. Importantly, this does not include payroll, VAT, property, and other taxes paid in addition. 

Taken together, our tax payments, capital investments, and partner ecosystem reflect a long-term commitment to the countries where we operate. We opened our first European office in the UK in 1982, followed by France and Germany in 1983, and then expanded into Denmark, Ireland (our largest hub in the region), Italy, Norway, Spain, and Sweden in 1985. Microsoft is now present in all 27 EU Member States and across the broader region. We have worked in these and many other communities for decades, and thousands of our employees call them home.  

From research and development to digital infrastructure and partnerships with local organizations, we are investing in ways that support these economies beyond our direct commercial activity. At our core, we are building tools that help large enterprises, small and medium-sized businesses, institutions, and individuals become more productive and competitive, which strengthens their business and benefits the people they serve. We only do well when our customers do well. In practice, that means helping customers design and manufacture cars better, helping patients get their next appointment sooner, or making it simpler for someone to find that dream job. 

Our investments in digital infrastructure are not only supporting the local digital economy, they are also contributing meaningfully through both taxation and capital expenditure. Across markets, we continue to invest at scale in datacenters and supporting infrastructure, creating value that extends well beyond the technology sector. In the three years to June 30, 2025, our total capital expenditure amounted to $176 billion, and we spent $89.2 billion on research and  development in the markets where we operate. 

Our customers require local industry- and country-specific expertise, and this is where our partner ecosystem plays an important role. Many of these partners are local businesses themselves. A 2024 IDC study on partner profitability showed that for every $1 of Microsoft revenue, partners that provide services generate $8.45, and partners that develop software generate $10.93. While this varies by country and partner segment, it offers another useful lens on how Microsoft’s business contributes to local economic activity. 

Investments in digital infrastructure are not only investments in technology ecosystems, but in national and local economies as well. They support jobs, strengthen supply chains, create opportunities for companies across many sectors, and help build the foundation for growth and economic competitiveness beyond the digital economy. 

That is the broader context for this report. Tax is one important measure of contribution, but it is not the only one. Our investments, partnerships, infrastructure, and long-term presence in countries around the world also reflect a commitment to helping strengthen the economies and communities where we operate, today and for the future.

 

The post Context on our country-by-country tax footprint appeared first on Microsoft On the Issues.

In 1838, the invention of the camera sparked predictions that photography would make artists obsolete. When the noted French painter Paul Delaroche first saw an early photograph on a metal plate, he declared that “From today, painting is dead!” As he reasoned, why would anyone pay an artist to slowly and laboriously paint a scene when a camera could do the job more accurately, more quickly, and at a lower cost? 

This question has echoed through technological shifts and has resurfaced with intensity in recent weeks, as university students graduated on campuses across the United States. Today’s topic obviously is not photography but the societal impact of artificial intelligence. And as graduates booed the mention of AI during commencement addresses, they have provided a powerful reminder of several important truths. To start, people will insist on having a say in deciding when and how AI is used. 

The student message to tech leaders  

The reactions of this year’s graduates are a powerful wake-up call for the tech sector. Hopefully, leaders across our industry will listen and seek to learn from this reaction. For the past half century, the youngest generation of people and workers has led the way in adopting new digital technologies. A new Microsoft study shows this trend is true with AI. Counties with large college towns and outsized populations between the ages of 18 and 24 have the highest rates of AI adoption in the United States. When people who use a new technology complain about it, we had better take notice. 

It’s perhaps no surprise that college campuses are among the best places to learn about these emerging views firsthand. Over Memorial Day weekend at Princeton University, I found no shortage of discussion and even examples of student action. Graduating seniors have long donned “beer jackets” for celebrations, each class selecting its own unique design. This past year, however, a brief controversy emerged until class officers, responding to a student petition, rejected a popular design because it had been created with the help of AI. In its place, graduates wore jackets labeled both “100 percent cotton” and “100 percent human.” 

The rejection of artificial fibers and artificial intelligence illustrates how human tastes shape market economics even as efficiency and productivity advance. Machines don’t buy products. People do.  

Students and graduates recognize AI’s benefits. But they want to keep AI in its proper place. They rightly believe in the indispensable role of human agency. They want the future to be determined by humans deciding the role of machines, not by machines deciding the role of humans. And they want these decisions to reflect input from a broad community, especially the next generation of the workforce, rather than just a narrow group of elites. 

Today’s graduates are sending another powerful message as well: the American Dream has always stood for even more than a better job and greater economic opportunity, although that has been at its core. The American Dream has been founded on the dignity of work and the critical role it plays in giving life purpose. Great countries are built on great economies and great jobs. To those in the tech sector who seemingly want to pursue a future where computers replace jobs and AI becomes more capable than people, the next generation of people has offered a compelling response: “not so fast.” 

The ambitions of people 

The good news is that human ambition is irrepressible. It has been almost 300 years since the start of the first industrial revolution, and technology has changed many times over. But there is more human creativity at work in the world today than ever before. 

A trip to an art museum shows this is true even for the impact of the camera on painting. The invention of the camera initially led to a decline in portrait painting. But even that made a comeback. More remarkable was the way accurate photos spurred new forms of artistic expression. By the 1870s, photography’s “artificial eye” led a new generation of artists to portray emotion rather than detail. Impressionist artists captured the effects of light, color, and atmosphere in ways that a camera shutter could not. New artistic movements followed – Post-Impressionism, Fauvism, Cubism, and Surrealism – and continue today, expanding what it means to be an artist. As it turns out, few things are as resilient as human creativity. 

In 1986, I insisted on having a computer on my desk before I accepted a job at a leading law firm in Washington, D.C. For most of the past 40 years, I’ve been part of the tech sector – first as an outside lawyer, then a Microsoft attorney, and since 2001, in the company’s leadership ranks. I’ve long been an informal “liberal arts representative” among a group of extraordinary computer scientists and engineers.  

As I’ve followed technologists across our industry, I’ve often marveled at their vision, intellectual dexterity, and engineering prowess. But I’ve also seen many insightful individuals across the industry repeat two mistakes. First, they frequently overestimate the arrival of new technology, especially the pace of its impact. And even more importantly, they underestimate the capabilities of people. 

Human capability is neither fixed nor finite. Each discovery creates a stronger foundation that enables people to stand taller and reach higher. People have been proving this for millennia. There came a day when people discovered that a horse could run faster than a human. People learned how to ride horses.  

Real causes for concern 

None of this is meant to dismiss the anxiety of today’s graduates. They’re right to raise concerns and ask hard questions, including about AI and its impact on their future. They face multiple headwinds as they enter the job market. This includes AI automation of tasks in current entry-level positions and, especially in the tech sector, corporate pressure to reduce headcount to help pay for AI’s enormous capital expenditures. It also involves other factors, including geopolitical uncertainty, trade tensions, and correction from over-hiring in the early years of the decade. Like a perfect storm, the wind is blowing from multiple directions. 

Today’s graduates have been through a lot. They spent much of their high school years living through a pandemic while studying and socializing at home through a screen. They are digital natives, with all the good and bad that social media, ubiquitous mobile devices, and other technologies have created. Now AI is coming, and they worry that jobs will start to disappear.  

So, what should the next generation – and all the rest of us – do about AI? 

AI in context 

First, we should put AI in context. No one has a crystal ball for the future, but we all can learn from the past. AI is the latest in a list of technologies that will reshape the economy and society. It has become the next “General Purpose Technology,” a term economists apply to technologies that, like electricity, are applied across the economy. Some of these technologies, including ironworking, machine tools, and digital computing, have profoundly reshaped not just job categories but economic power among nations. AI likely will be one of the most important general purpose technologies of the next quarter century. And like previous general purpose technologies, AI will displace some jobs, even as it creates others and changes many of the ways we currently work. 

But it takes time for technology to diffuse across an economy and around the world. There are some who look at the power of AI and predict its massive diffusion in just a few years. It’s always possible that this time will be different, but the world has never previously seen technology diffusion at that pace. The reason is not grounded in technology. It’s people. As Professors Arvind Narayanan and Sayash Kapoor have written, “diffusion is limited by the speed of human, organizational, and institutional change.”  

Put in historical context, broad AI transformation over the next quarter century would itself be remarkable. That pace of change appears to be reflected in Microsoft’s own recent data. Our most recent AI Diffusion Report estimates that 17.8 percent of the world’s working age population currently uses generative AI. The rate in the United States is higher than the global average, but still only at 31.3 percent. And as Professor Narayanan has shown, the impact of new technology across a high percentage of work typically lags well behind this type of initial usage rate.  

As the legendary UCLA basketball coach John Wooden, who led his teams to 10 national championships, advised his players two generations ago, we should “be quick, but don’t hurry.” In other words, we should act quickly and decisively and with preparation and purpose. But we need not – and should not – rush in a way that creates mistakes or panic.  

The key is to think things through. One good way to start is to consider some of the insights that have emerged already. For each of us as individuals. For companies and organizations. And for society.  

The implications for individuals 

In the three-and-a-half years since the release of ChatGPT, one initial insight is profound yet unsurprising. AI often is at its best when we use it to strengthen existing human capabilities and endeavors. In short, people can use AI to make themselves better.  

I see this every day in the work of Microsoft’s AI for Good Lab, which works with non-profits and governments around the world. Firefighters in California are using AI to help spot wildfires more quickly. Legal professionals in Africa are using it to help provide advice to women who don’t have access to a lawyer. Teams in Ukraine are using AI to help identify and remove landmines that threaten civilians. And conservationists around the world are using it to help farmers develop more productive and sustainable agricultural practices. 

There is a clear pattern in these examples. People are acting with ambition. They are using AI not to replace their subject matter expertise but to give it more impact. They are taking their knowledge, passion, and sense of purpose and using AI to help solve problems they care about.  

My colleagues Ryan Roslansky and Aneesh Raman have been focusing on these issues in recent years, based on their longstanding work at LinkedIn. They recently published an important book on the topic, Open to Work: How to Get Ahead in the Age of AI. In my view, it’s the first book that combines a view on where AI is going with practical advice for individuals.  

The more I’ve thought about it, two of their themes are particularly important. The first is for each of us in the workforce today to think about our job not as a title but a bundle of tasks. Their advice is to write down a list of your tasks and put them into three buckets: the bucket of tasks that AI can do; the bucket of tasks that you can do with AI; and the bucket of tasks that humans must do by themselves.  

If almost everything is in the first bucket, then one should think about pursuing a different type of job. But for most people, most tasks fall into the second bucket. In other words, if I can get AI to do the tasks in the first bucket, then I can focus my attention on the second and third buckets and consider how to use AI as a tool to help become more productive and impactful.  

There’s a second insight in the book that is even more important. In an Age of AI, there are perhaps even more opportunities to distinguish ourselves based on the soft skills that are uniquely human. Ryan and Aneesh point to five, all of which start with the letter C – curiosity, creativity, compassion, communications, and courage. Even when AI automates multiple tasks, people must continue to oversee its work. This creates the need for additional human observation and insight. In short, human judgment remains essential. 

All this speaks to one of the questions I hear repeatedly from students and their parents. What should people study to prepare for the future? Call me old fashioned, but I believe people should continue to pursue their passions. Develop expertise in an important field that fascinates you. Keep working hard to master it. At the same time, develop AI fluency so you can use AI to help apply your expertise better than has ever been possible before. This doesn’t mean the future will be easy. It seldom is. But it’s a recipe that will continue to prepare you for success. 

The impact on companies and organizations 

These insights apply as much to organizations as to individuals. After all, employers must thrive for employees to thrive. And successful businesses, like successful individuals, rely on distinctive and often deep expertise – about products, business processes, operating rhythms, and a deep understanding of customers. AI should not replace this foundation; it should strengthen and extend it. 

This can build on where AI technology is going. Organizations can now move beyond chat-based assistants to a network with AI agents that can help employees reason, make decisions, and run workflows across their data and systems.  

Organizations can implement their own AI systems that harness the power of multiple AI models and access their own unique enterprise knowledge. They can strengthen the effectiveness of these systems through AI tools that provide evaluations (“evals”) of a system’s performance and constantly make incremental improvements to it. Like climbing up a hill, each organization can manage an AI system that moves towards better outcomes and higher performance over time. Instead of solely consuming a frontier AI model, organizations can build their own “hill climbing machine” and participate more fully on their own terms in the AI ecosystem. 

By taking this approach, organizations can use AI to accelerate learning rather than replace it. Leaders can use AI to add capabilities inside their organizations, ensuring that their human expertise and judgment remain key competitive differentiators.  

This points to an age-old necessity. Business leaders and individual entrepreneurs must harness the latest technology while protecting their expertise and intellectual property, including through patents, copyrights, and trade secrets. AI adds a new dimension here. The benefits of AI for a business will be short-lived if it transfers and trains someone else’s AI model using a firm’s unique knowledge and expertise. This helps explain why each company needs to develop its own internal AI capabilities and control its own data.  

This is emerging as a critical issue not only for organizations but for today’s graduates, our economies, and even nations. The best way to promote broad economic and job growth is to ensure that every economic sector can harness the power of AI without surrendering its unique expertise. Sovereignty must be preserved not only for countries but for companies. And privacy must be protected not only for individuals but for organizations.  

A broader public conversation 

For individuals and organizations alike, the key is to harness AI’s benefits while preserving timeless human values and economic needs. Given the magnitude of the AI transformation, we’ll need innovative and collaborative efforts that bring the public and private sectors together to help prepare people for success in the Age of AI. This should start with a sobering recognition. The technological, economic, and societal transformations of the past three decades have left too many people behind. We’ll need to try different approaches, built on more shared responsibilities, if we’re going to do better as we move forward.  

Even in a time of fractured public discourse, it will be critical to find more ways to bring more people together to develop common solutions. This requires a big tent with a breadth of perspectives. We need to make room not only for technology companies, employers, and governments, but for non-profits, students, the world’s religions, labor leaders, and workers themselves. As Liz Shuler, the President of the AFL-CIO, said recently, “Who knows best how workplaces function and how work gets done than people who work for a living?” 

Our role at Microsoft 

As a company, we’re committed to playing an active part and constructive role in addressing these issues. We bring not only new technologies and ways of working, but perspective born of experience. For more than 50 years, Microsoft has helped workers and organizations adapt to technological changes, whether in offices, labs, classrooms, or factories. Our mission has been to build products to empower people and organizations to achieve more. And then help them put those tools to work.  

Our experience gives us determination and even a dose of optimism. We remember when people worried that word processing would lead to the end of jobs for people who typed for a living. But what came next – knowledge work and entirely new industries to support the computer age – transformed what “work” was. When spreadsheets automated calculations, people didn’t do less math. They built more sophisticated financial models. When emails made communication instant, people didn’t write less. They communicated more frequently and with more people. When technology increases supply, human ambition often generates more demand. As humans, we don’t plateau. We expand. 

This isn’t just philosophical. It’s our business model. Workers have been Microsoft’s lifeblood from the start. If the world’s people don’t have jobs, then neither do we. And if we’re not doing our part to help people use technology to pursue better jobs, then we’re not doing the job we were born to do. 

Heeding the next generation’s call 

This context shapes our reaction to recent commencement ceremonies. Graduating students who grimace or even boo at references to AI are telling us what we need to hear, that it’s time once again to raise the bar. That has been a frequent refrain from students for decades. The key is always to channel uncertainty into purposeful steps that build a better future. Across the tech sector and in business, non-profits, and government, we can do precisely that. 

I would add a second message for today’s graduates: you’re in a unique position to have a positive impact. You’ve lived through significant challenges. While it may feel unfair that the job market is so uncertain, you were made for this moment. Technology is second nature to your generation. Constant change has taught you how to adapt quickly. As AI reshapes how we work, you don’t need to unlearn decades of habits the way some of us do. You are better equipped to move forward.   

Technology will change, but you can stand firmly and speak loudly for values that are timeless. Agency. Ambition. Dignity. All fulfilled through work and technology that gives us purpose.  

Do everything you can to help advance these values.  

The post AI, jobs, and the next generation appeared first on Microsoft On the Issues.

Artificial intelligence is accelerating discovery across the life sciences. From drug development to materials science, AI is helping researchers move faster and solve problems once thought intractable. This convergence of AI and biology holds extraordinary promise for human health, economic growth, and scientific leadership.

At the same time, advances in AI technologies are introducing new risks, like re-engineered toxins and pathogens. As these tools become more capable and widely accessible, they can lower barriers not only to scientific discovery, but also to accidental harm and deliberate misuse. For example, recent research has shown that specialized AI tools for protein design can be used to re-engineer toxins in ways that may preserve harmful function while evading some existing synthesis safeguards. That work revealed vulnerabilities in screening systems designed for an earlier technological era—and also showed that those systems can be strengthened through coordinated action across industry, government, and the scientific community. 

Rising biosecurity concerns are not a reason to slow innovation, but they are a reason to strengthen our defenses. History shows that powerful general-purpose technologies become more accessible—as with advances in networking and computing—effective governance depends on developing technical and policy safeguards early, before misuse outpaces controls and oversight. The convergence of AI and biology presents a similar challenge: we must preserve the openness that fuels discovery while modernizing protections for a new era of capability.   

This blog examines how advances across the AI-biology ecosystem are reshaping both opportunity and risk. It explains why nucleic acid synthesis screening has emerged as a critical control point, and how government, industry, and the scientific community can work together to strengthen biosecurity without slowing innovation. 

AI and biotechnology at the frontier  

To better understand the trajectory of AI capabilities in the biosciences—and the associated policy and risk landscape—it is useful to distinguish among four related types of advances. Each matter on its own, but effective policy will need to account for how these advances increasingly interact and reinforce one another.    

1. Generalist models.  Advances in general-purpose AI models, such as ChatGPT, Gemini, Claude, and others, are expanding the range and sophistication of what these systems can understand, reason through, plan, and generate across domains. As they become more powerful, they raise baseline capabilities and lower barriers to sophisticated technical work. 
2. Specialized biological design tools.  Computer scientists and biologists continue to develop specialist AI code bases aimed at performing computation in support of increasingly sophisticated biological tasks.  These tools, typically open-sourced and shared widely, include programs that compute protein structure from amino –acid sequences and design proteins with specific structures and properties .   
3. Laboratory automation. Advances in computer vision, robotics, and experimental workflows are bringing new efficiencies to laboratory work. Over time, these systems may allow researchers to generate, test, and refine biological designs at greater scale and speed.   
4. Agentic systems.  Agentic programming environments and run–times (including increasingly powerful AI-based engineering tools, e.g., Claude code) are making it easier to combine generalist AI models, specialist libraries, and laboratory workflows into coordinated pipelines.  This may allow less experienced actors to move more readily from computational design to real-world synthesis, including through nucleic acid synthesis services or automated laboratory systems.   

While each category can be analyzed separately, the most consequential developments arise from how these capabilities increasingly interact. Improvements in generalist models can make specialized biological tools easier to use; those tools make it easier to engineer biology; automated laboratories provide non-experts with access to sophisticated laboratory workflows; and agentic programming tools can connect these elements into integrated design, analysis, and synthesis workflows. Together, these advances are forming a converging “capability stack”—one that can accelerate innovation but lead to a more complex policy and risk landscape.

Why nucleic acid synthesis screening matters

These developments make clear that effective governance must focus not only on frontier models but also  expand to consider multiple practical control points.

One of the most effective near‑term defenses against biological misuse is nucleic acid synthesis screening. Synthetic DNA providers sit at a critical checkpoint in the biotechnology ecosystem. They are often the place where theoretical biological designs are translated into physical reality. Screening DNA orders and verifying customers helps ensure that powerful tools are used for legitimate purposes and not diverted toward harm.

Today, however, most DNA synthesis screening remains voluntary and unevenly applied. Standards vary across providers, and there is no universal requirement that all orders be screened to the same level. As AI‑enabled design tools grow more powerful, these gaps become more consequential.

Strengthening nucleic acid synthesis screening is a pragmatic and targeted response. It does not regulate ideas or restrict legitimate research. Instead, it focuses on responsible access to sensitive capabilities, reinforcing a line of defense that already exists but must now be modernized. The necessity and viability of such modernization was demonstrated by the Paraphrase Project, led by Microsoft. By stress-testing existing screening systems against AI-designed biological sequences, the project showed both where safeguards could fail and how they could be improved. The effort followed a familiar model from cybersecurity: responsible disclosure, red teaming, and rapid deployment of fixes. It highlights how biosecurity tools, like software, must evolve continuously to keep pace with changing threats.

Bipartisan momentum and durable government action

The importance of biosecurity in the age of AI has been recognized across administrations and parties. On May 5, 2025, the Trump Administration released an Executive Order on Improving the Safety and Security of Biological Research, emphasizing the importance of nucleic acid synthesis screening and calling for broader biosecurity oversight. That action built on work that began in 2024, when the White House Office of Science and Technology Policy set out a federal framework emphasizing comprehensive screening, customer verification, and the development of technical standards in partnership with industry.    

Leaders in Congress are now building on this foundation. Earlier this year, Senators Cotton and Klobuchar introduced the Biosecurity Modernization and Innovation Act, known as S. 3741. The bill reflects a bipartisan commitment to strengthening U.S. biosecurity while sustaining scientific leadership and innovation. It would establish mandatory screening requirements (extending beyond current requirements for screening for federally funded research), conformity assessments, and enforcement mechanisms, while also advancing practical implementation through technical assistance and a biotechnology governance sandbox to promote exploratory efforts. The bill also directs OSTP to conduct a 90-day assessment of biosecurity authorities and develop a plan to consolidate oversight to improve efficiency and effectiveness.

Taken together, these efforts reflect a durable consensus: safeguarding biotechnology in the AI era is a national security priority.

Responsible innovation in practice

Supporting innovation while reducing risk will require a balanced approach grounded in continuous monitoring of emerging capabilities, investment in technical safeguards, and thoughtful policy development.

Nucleic acid synthesis screening is not a comprehensive solution, but it is an essential one. Strengthening it now—through bipartisan legislation, thoughtful regulation, and continued public‑private collaboration—would represent the type of balanced, durable action that this moment requires.

The Biosecurity Modernization and Innovation Act would help advance that goal by pairing stronger screening requirements with practical implementation tools and oversight mechanisms. Microsoft strongly supports efforts like this that build on our longstanding work with researchers, synthesis providers, and other partners to strengthen safeguards while sustaining innovation.

The United States has an opportunity to continue to lead by pairing innovation with responsible stewardship. If we get this balance right, we can reap the rewards of AI-enabled biotechnology while guarding against its risks—for this generation and the next.

 

Additional resources:

• The Paraphrase Project: Designing defense for an era of synthetic biology – Microsoft Research
• What does it mean to paraphrase a protein? – Microsoft Research 
• When AI Meets Biology: Promise, Risk, and Responsibility – Microsoft Research
• Ideas: More AI-resilient biosecurity with the Paraphrase Project – Microsoft Research

 

 

The post Strengthening biosecurity in the era of AI appeared first on Microsoft On the Issues.

More than 30 percent of the US working-age population is using AI, an increase of three percentage points from the end of 2025. But what does that number mean, and what lessons should we take from it? Today Microsoft released a new report that offers an in-depth look at AI adoption across the United States, allowing for the first time a state- and county-level review. This data and the trends it shows are important.

On a national basis, the US leads the world in AI innovation but ranks just 21st in global AI adoption. Part of the reason for this gap is a clear and uneven pattern of AI adoption across the country. We are also seeing a significant divide between urban and rural counties in AI usage. Usage averages 32.9 percent in metropolitan counties, compared with 16.2 percent in rural areas. In other words, metropolitan usage is about double what we see across rural America.

The study also shows that another powerful driver of AI diffusion is the presence of colleges and universities. Counties with higher shares of residents aged 18 to 24 have significantly higher AI usage rates—28.6 percent compared with 20.3 percent in other counties. And while college students are some of the most vocal about the risks of AI, they are also helping lead adoption. In counties with college towns like Williamsburg, Virginia, and Story, Iowa, we see usage rates that rival the highest in the world.

 

Read the Microsoft US AI Diffusion Report.

The post United States AI adoption shows steady growth, but distribution remains uneven appeared first on Microsoft On the Issues.

Today we published our latest Global AI Diffusion Report. The global adoption of artificial intelligence continued to rise in the first quarter of 2026. During the quarter, AI usage increased by 1.5 percentage points from 16.3% to 17.8% of the world’s working age population. Intensity of use among economies with the highest rates of AI diffusion also increased, with 26 economies now exceeding 30% of the working age population using AI.

At the top of Microsoft’s National AI Leaderboard, the UAE continued to lead global AI diffusion at 70.1%. The United States finally started to move up the national rankings, albeit only from 24th to 21st based on a 31.3% usage rate by the working age population.

Notable developments in the quarter included accelerating AI adoption in Asia driven in part by improving AI capabilities in Asian languages. South Korea, Thailand, and Japan saw the greatest movement. More broadly, the quarter brought continued widening of the AI gap between the Global North and South, with usage now at 27.5% in the North and 15.4% in the South. These trends are discussed below, including a deeper dive on the positive impact of enhanced multilingual AI capabilities in Japan.

To track all these trends, we continue to measure AI diffusion as the share of people worldwide between ages 15 and 64 who have used a generative AI product during the reported period. This measure is derived from aggregated and anonymized Microsoft telemetry and adjusted to reflect differences in OS and device-market share, internet penetration, and country population. Additional details on the methodology are available in our AI Diffusion technical paper.^[1]

No single metric is perfect, and this one is no exception. Through the Microsoft AI Economy Institute, we continue to refine how we measure AI diffusion globally, including how adoption varies across countries in ways that best advance priorities such as scientific discovery and productivity gains. For this report, we rely on the strongest cross-country measure available today, and we expect to complement it over time with additional indicators as they emerge and mature.

Sectorally, the quarter saw strengthened AI coding capabilities leading to a dramatic increase in production of software code. This was reflected in production by Anthropic’s Claude Code, the OpenAI’s Codex, and Microsoft’s GitHub Copilot. Git pushes – through which software developers put coding changes online – increased 78% year over year globally. Interestingly, the quarter brought added evidence that, at least for now, AI coding capabilities may be increasing demand for the employment of software developers.

As discussed in more detail in the report, when developer productivity increases, the cost of building software declines. If demand for software is elastic, organizations can respond by building more software across a wider range of use cases. It is still too early to know the full labor-market impact of AI-assisted coding, but the available data shows that in 2025, total U.S. software developer employment reached approximately 2.2 million, rising 8.5% year over year and marking a record high for the profession. Early data for the first quarter of 2026 shows that software developer employment in March 2026 was about 4% higher than in March 2025.

Download the latest Global AI Diffusion report. and explore the data here.

 

[1] A. Misra, J. Wang, S. McCullers, K. White, and J., L. Ferres, “Measuring AI Diffusion: A Population Normalized Metric for Tracking Global AI Usage,” Nov. 04, 2025, arXiv: arXiv:2511.02781. doi: 10.48550/arXiv.2511.02781. 

 

The post The state of global AI diffusion in 2026 appeared first on Microsoft On the Issues.

Today, Microsoft is announcing new agreements with the Center for AI Standards and Innovation (CAISI) in the US and the AI Security Institute (AISI) in the UK to advance the science of AI testing and evaluation, including through collaborative work to test Microsoft’s frontier models, assess safeguards, and help mitigate national security and large-scale public safety risks. These agreements matter because ongoing, rigorous testing is essential to building trust and confidence in advanced AI systems. Well-constructed tests help us understand whether our systems are working as intended and delivering the benefits they are designed to provide. Testing also helps us stay ahead of risks, such as AI-driven cyberattacks and other criminal misuses of AI systems, that can emerge once advanced AI systems are deployed in the world. 

While Microsoft regularly undertakes many types of AI testing on its own, testing for national security and large-scale public safety risks necessarily must be a collaborative endeavor with governments. This type of testing depends on deep technical, scientific, and national security expertise that is uniquely held by institutions like CAISI in the US and AISI in the UK and the government agencies they work with. By combining that government expertise with Microsoft’s experience building and deploying AI systems at global scale, together we are better positioned to anticipate and manage national security and public safety risks in ways that build public trust and confidence in advanced AI systems.  

Improving AI evaluation science through cooperative research and operational experience 

Advancing the science of AI evaluation requires more than isolated research or one-off testing. It depends on sustained collaboration between industry, government, and research institutions. Through our new and expanded partnerships with the US and UK governments—alongside national security–focused evaluations of model capabilities—Microsoft is bringing technical expertise and operational experience to strengthen AI evaluation methods and practical testing foundations.  

• In the US, with CAISI, Microsoft and NIST will collaborate on improving methodologies for adversarial assessments—testing AI systems in ways that probe unexpected behaviors, misuse pathways, and failure modes, much like stress-testing whether airbags, seatbelts, and braking systems work effectively and reliably in safety-critical driving scenarios. This work involves co-developing more systematic and reproducible approaches to evaluation, including shared frameworks, datasets, and workflows for assessing safety, security, and robustness risks in advanced AI systems. It also builds on our AI Red Team’s novel research and tools to detect compromised models at scale. 

• In the UK, with AISI, Microsoft will collaborate on research related to frontier safety and security, including methods for evaluating high-risk capabilities and the effectiveness of the safeguards used to address them. The partnership will also include societal resilience research examining how conversational AI systems interact with users in sensitive contexts.  

These collaborations are designed to improve measurement science, evaluation methodologies, practical testing workflows, and real-world mitigation impact. They reflect a shared commitment to rigorous, practical approaches that can make safeguards stronger and evaluations more reliable. 

Looking ahead 

No organization can address these challenges alone. Our partnerships with CAISI and AISI are a key part of a wider effort to build the institutions, research base, and shared methodologies needed for effective AI testing. This effort also includes: 

• Pursuing research and evaluation in collaboration with other AI institutes globally while helping advance shared priorities and methodologies for testing through the International Network for AI Measurement, Evaluation and Science. 

• Helping deliver industry best practices through the Frontier Model Forum (FMF), an initiative dedicated to advancing the science and practice of frontier AI safety and security. Through the FMF, we are working with other leading AI developers to support independent research, develop shared evaluation methodologies, and promote transparency around risk mitigation strategies.  

• Contributing to MLCommons, a multistakeholder non-profit that develops and operationalizes testing tools such as AILuminate, a family of safety and security benchmarks. In February, we announced efforts underway with institutions in India, Japan, Korea, and Singapore to expand AILuminate to support multilingual, multicultural, and multimodal evaluation, helping to make sure that AI systems work well in the languages and cultural contexts in which people around the world use them. 

As AI capabilities advance, so too must the rigor of the testing and safeguards that underpin them. We will apply what we learn from these partnerships directly into how we design, test, and deploy AI systems, ensuring that progress in evaluation science translates into safer, more secure products for our customers. As these partnerships progress, we will share what we learn and look for opportunities to apply insights and best practices to AI testing more broadly.   

The post Advancing AI evaluation with the Center for AI Standards (US) and Innovation and the AI Security Institute (UK) appeared first on Microsoft On the Issues.

Cybersecurity is at a turning point. Advanced AI models are dramatically accelerating vulnerability discovery and creating conditions ripe for exploitation, underscored by the announcement of Claude Mythos Preview. This marks a shift, and whether this technology will favor defenders or attackers will depend on the choices we make now. 

With the right safeguards, these capabilities can help trusted defenders identify and fix vulnerabilities across critical systems in hospitals, power grids, water, and telecommunications. Released irresponsibly or not properly secured, however, those same capabilities could be abused by malicious actors, threatening the foundations of our digital ecosystem. 

Much of the discussion has rightly focused on risks. As advanced AI models speed up the discovery of vulnerabilities, the way we fix them must speed up too. That means stronger pre-deployment risk assessments and close collaboration between governments, frontier AI developers, software providers, and the broader ecosystem to ensure these tools reduce, rather than increase, cyber risk. This is particularly important as AI systems themselves have become high‑value targets, requiring stronger protection of models, systems, data, and underlying infrastructure. 

This is ultimately an international challenge. Neither software supply chains nor threat actors stop at borders. Neither can our response. Meeting this moment will require shared approaches across countries, sectors, and systems—rooted in trust, shared standards, resilience, and responsible use. 

This moment is also an opportunity. Security has been and remains the top priority at Microsoft. Over the last two years, through our  Secure Future Initiative, we have strengthened our security foundations for this age of AI, in part by using AI to accelerate vulnerability discovery and remediation. We have also invested in fundamental AI for security research, including the development of open-source industry benchmarks that can be used to evaluate whether models are ready for real-world security work. We are accelerating that work through deeper public-private collaboration and in partnership with AI, including Anthropic’s Project Glasswing and OpenAI’s Trusted Access for Cyber program. 

Securing our digital ecosystem with next‑generation AI is within reach but is not automatic.  

Building secure foundations for the era of frontier AI  

Ensuring advanced AI technologies are used to strengthen cybersecurity requires deliberate and urgent action. We are sharing the following recommendations as practical steps governments, industry, and the broader ecosystem can take to ensure these tools, often referred to as “frontier AI”, reinforce the security foundations on which digital societies depend. And we hope to continue to partner with model providers, industry and government so we can work together to improve security outcomes for all. 

1. Reinforce core cybersecurity practices  

Advanced AI can strengthen cybersecurity only when strong, consistent cyber hygiene is already in place. As frontier AI accelerates vulnerability discovery and response, core practices such as rapid patching, access control, and system resilience become more critical, not less. 

Security gains in the frontier AI era depend on close coordination between technology providers advancing new capabilities and the organizations responsible for operating, updating, and securing real‑world systems. Without this interdependence, advanced AI cannot deliver durable improvements in security. No organization can solve these cybersecurity problems alone. 

That is why sustained investment in what we know works remains essential: secure‑by‑design product lifecycles, Zero Trust architectures, multi‑factor authentication, least‑privileged access, and ongoing security training. Broad adoption and harmonization of established cybersecurity frameworks to ensure consistent resilience across AI‑enabled systems. Trusted cloud environments that enable these practices at scale, supporting secure data handling, continuous patching, and the secure deployment of AI‑enabled tools for defenders.  

  2. Release advanced capabilities responsibly  

As frontier AI systems gain reasoning, coding, and agentic capabilities, some of the most serious security risks arise before deployment, including realistic misuse involving multi‑step reasoning, tool use, and reconnaissance. Technical safety benchmarks remain important, but they are insufficient without rigorous, real‑world testing.  

As a result, governments are increasingly establishing pre‑deployment evaluations that combine technical testing with threat modeling. These assessments are most effective when frontier developers work closely with organizations that track national‑security risks. Investing in secure evaluation environments and modern testing methods can help governments keep pace as capabilities advance.  

Responsible release practices, including phased and controlled access, are a critical extension of this approach. Our work with Anthropic in Project Glasswing offers one practical model, enabling trusted defenders to evaluate advanced capabilities in constrained settings prior to broader release. Similarly, OpenAI and Microsoft work closely through Trusted Access for Cyber program, and we already support OpenAI’s use of scoped, early deployments for safety and security testing.  

Responsibility does not end at release. Organizations that deploy frontier models are often best positioned to detect emerging misuse and should monitor, mitigate, and share threat information. Microsoft is working with peers through the Frontier Model Forum to advance best practices for evaluating and managing cyber risk and enable information sharing. Governments should encourage continued industry collaboration to restrict access for identified threat actors and counter adversarial or malicious use of advanced AI. 

  3. Modernize vulnerability management  

AI is changing both the speed of vulnerability discovery and what constitutes meaningful security risk. Faster discovery only improves security if triage, validation, and remediation can keep up. 

As AI accelerates discovery, vulnerability management must shift from tracking raw volume to reducing real‑world risk. That means prioritizing vulnerabilities that are genuinely exploitable, assigning clear responsibility for triage and remediation, and using phased, risk‑based disclosure when private coordination improves safety. Above all, systems must be designed around validation and realistic remediation capacity, not the assumption that more findings automatically lead to better security. 

Developers of frontier AI models should embed vulnerability coordination and disclosure directly into responsible‑release frameworks. And work with governments and industry to ensure findings are routed to the right owners, acted on early, and supported by clear coordination pathways. 

  4. Fix faster: Strengthen and accelerate response and remediation 

As AI accelerates vulnerability discovery, remediation must keep pace. Initiatives such as DARPA’s AI Cyber Challenge show how AI can help both find and fix flaws in open‑source software. Hardening defenses requires investment not just in detection tools but in the people, processes, and infrastructure responsible for fixing vulnerabilities, especially in critical sectors. 

Much of the software underpinning critical infrastructure relies on open‑source components maintained by small teams or volunteers with limited security capacity. A surge in AI‑enabled discovery risks overwhelming existing triage and disclosure processes. Efforts such as the GitHub Secure Open Source Fund, alongside investments by Microsoft and others through the Linux Foundation, Alpha‑Omega, and OpenSSF, are helping maintainers adapt in ways that are practical and aligned with existing workflows.  

Governments should treat remediation capacity as a core resilience priority, including sustained investment in and support for maintainers, surge capacity during large discovery events, and modernized disclosure pathways—recognizing that effective remediation still largely depends on human judgment, coordination, and time.  

  5. Advance AI security internationally 

AI security is essential to deploy AI at scale. Because AI systems, supply chains, and the risks they introduce operate across borders, national approaches alone will not be sufficient. 

Governments and industry should work together to build interoperable international foundations for AI security, including risk evaluation, coordinated vulnerability disclosure, and information sharing. Priorities should include strengthening the defensive use of AI, preventing misuse through shared norms and safeguards, and securing AI systems- and the AI technology stack.  

Global participation is critical. Countries and organizations with limited cybersecurity resources or legacy infrastructure are often the most exposed. International cooperation should prioritize capacity‑building, ensuring that the security benefits of AI are realized broadly and equitably. 

AI security is not just a safeguard; it is an enabler for innovation and growth. By acting collectively and moving quickly, governments and industry can strengthen global digital resilience and unlock the trusted adoption of AI across economies, critical infrastructure, and public services.

Meeting the moment: Use frontier AI capabilities to build trust and confidence  

Meeting this moment is ultimately about trust: not in any single technology or provider, but in our collective ability to introduce advanced AI responsibly.  

Used deliberately and built on strong security foundations, these capabilities can strengthen cybersecurity and reinforce confidence in the systems society depends on. The choice is not between innovation and security but whether we enable them to reinforce one another. 

That outcome is within reach. With governments, industry, and infrastructure operators aligned, advanced AI can be deployed in ways that match real‑world defensive capacity and support trusted, lawful action. Done right and working together, frontier AI can help protect the digital infrastructure that underpins modern life and build lasting confidence in its resilience. 

 

For more than a decade, the Microsoft Digital Crimes Unit (DCU) has persistently disrupted cybercrime and nation-state threats targeting people, organizations, and critical infrastructure. Explore major disruptions—and the ongoing cases and operations behind them here: Disrupting cyberthreats since 2008 | Microsoft

The post From capability to responsibility: Securing our global digital ecosystem with next‑generation AI appeared first on Microsoft On the Issues.

We are living through a moment that will be defined not only by advanced technology and AI, but by the real-world infrastructure that makes it possible. And that infrastructure will be built the way critical infrastructure has always been built—by electricians, ironworkers, pipefitters, operating engineers, laborers, and the many other skilled professionals who turn plans into places and progress.

In a world that can feel increasingly virtual, there are millions of skilled trade professionals who remind us of a simple truth: what happens next still depends on uniquely human skills and what we can create, build, wire, weld, install, and maintain.

At Microsoft, we are honored to partner with North America’s Building Trades Unions (NABTU) to invest in the people who build with us. Today we are announcing an expanded partnership to support a strong, skilled workforce pipeline and help workers across North America build the skills needed to succeed in an AI-powered economy.

We believe that the North American skilled trades workforce is one of the most talented workforce systems. This week, thousands of these talented workers from across North America gather in Washington, DC for their annual Legislative Conference, an annual convening that reflects both the enduring strength of the trades and the country’s need for what they do.

As part of our Community-First approach to AI infrastructure we committed to investing in the places where we build, in the people who build with us, and in the long-term capacity of local economies. AI is a tool we will use, and I believe it will help in ways we plan and manage work, but it will not replace the experience, judgment, and craft that define the trades. Instead, it can amplify those human skills: helping people work more safely, learning more quickly, and delivering higher-quality outcomes on increasingly complex job sites.

Bringing AI literacy to millions of trades professionals

Our collaboration with NABTU is built on a simple but powerful idea: the people building the future should also be equipped to thrive in it.

Over the past year, we have worked together to bring AI literacy directly into the apprenticeship and training infrastructure that NABTU operates across all 50 states and Canada. More than 1,500 instructors in hands-on training centers nationwide have already participated. That early momentum confirmed that when you meet workers where they are, with content designed for how they actually work, the true benefit of AI can be felt.

Today, we are expanding that effort significantly. Beginning now, no-cost AI literacy courses tailored specifically for the skilled trades are available on LinkedIn Learning, open to instructors, apprentices, and journey-level workers across North America. One course is designed for faculty and staff in apprenticeship training environments. The other is built for apprentices and journey-level professionals who are on job sites every day. Upon completion, participants earn an industry-recognized AI literacy credential—a tangible marker of readiness that travels with them throughout their careers.

We are also extending our partnership to TradesFutures, NABTU’s affiliated nonprofit that recruits, prepares, and connects people to union construction apprenticeship programs across 34 states. Through TradesFutures, we will expand awareness of careers in data center construction alongside AI literacy and link opportunity with infrastructure being built today with the skills that will define tomorrow. The training will be available to all TradesFutures Apprenticeship Readiness Programs, which operate in community-based workforce development settings, high schools, correctional facilities, and labor organizations.

Building on a foundation of partnership with labor unions

There is a question at the center of every conversation about AI and work: who gets to participate?

For too long, the answer has defaulted to those already inside the technology sector or sitting behind desks. But the reality of the AI economy is far broader than any single industry.

At Microsoft, we believe that AI literacy should be as foundational as safety training on a job site. It is not about turning electricians into software engineers. It is about ensuring that an apprentice learning to install electrical systems in a data center also understands the technology those systems support and can use AI tools to work more safely, more efficiently, and with greater confidence.

That philosophy aligns directly with how we think about jobs and skills at Microsoft Elevate—not as a one-time event but as an ongoing investment in human potential that increases the opportunity for all.

This work with NABTU is part of a broader pattern of partnership between Microsoft and the labor community. In December 2023, Microsoft and the AFL-CIO announced a first-of-its-kind partnership between a technology company and a national labor organization focused on AI. That agreement established a framework for sharing AI insights with labor leaders, incorporating worker perspectives into technology development, and shaping public policy that supports frontline workers.

Since then, through our Microsoft Elevate initiative, we have continued to deepen our engagement with workforce organizations, educators, and community institutions. From partnerships with the American Federation of Teachers on the National Academy for AI Instruction to the National Education Association and National Association of Workforce Boards, our work with community colleges across the country, the thread that connects all of this work is a commitment to meeting people where they are—and making sure they have the skills and credentials to move forward.

The road ahead

Technology only fulfills its promise when it lifts people up, and the opportunity here is enormous. For this sector, for every industry that depends on it, for organizations of every size, and for individual workers and entrepreneurs. But it will only be realized if AI is designed and deployed around the realities of the work. In the trades, that means tools that are practical, trusted, and tailored so that AI can help more people stay in the field doing what they love, while opening doors to new kinds of growth.

Think about what that can mean for a contractor who’s running a small shop after a full day on the job: AI that helps draft and send invoices faster, reconcile receipts, and keep paperwork from piling up late at night. Or AI that can sift through public records—permits, zoning updates, capital plans, and procurement notices—to spot building trends in a community and flag where demand is headed next. Or tools that help identify bid opportunities and assemble first-draft scopes and materials lists based on prior jobs. On the job site itself, we believe AI can support safer work, such as summarizing daily plans, translating instructions, and surfacing the right checklist or standard, so people can focus on the work that requires human judgment.

There remain big questions about the impact of AI, and while we do not yet have all the answers, we do know that the future will not be built by technology alone. It will be built by the people who show up every day with skill and purpose to construct the world we all want to live in. If we continue to work together, AI can help expand opportunities: stronger businesses, safer job sites, better projects, and more people able to earn a great living in the communities they call home.

 

The post Putting AI to work with the building trades appeared first on Microsoft On the Issues.

For more than 40 years, Microsoft has supported and scaled Canadian innovation. Now, with more than 5,300 employees and 11 offices across Canada, Microsoft Canada’s technology ecosystem is a trusted partner and key driver of economic opportunity across the country, with $60 billion contributed to Canada’s GDP each year through our cloud customers and partner network and more than 426,000 jobs supported—over 2% of Canada’s workforce.  

As we look ahead, we are proud to be building the critical infrastructure Canada needs to power its digital future. 

In December 2025, Microsoft announced the largest investment in our history in Canada, a $19 billion commitment between 2023 and 2027 to expand cloud and AI infrastructure, strengthen digital sovereignty, advance cybersecurity, and support skills and jobs for Canadians. 

Today, as we move from investment to implementation, we want to share how we are putting those commitments into practice through a Community-First approach to AI infrastructure, one that is globally consistent in principle and delivered in ways that reflect Canada’s communities, institutions, and priorities. 

Community First, Built for Canada 

AI infrastructure brings enormous opportunity. But we know Canadians also have real questions about affordability, energy and water use, jobs, and the impact large-scale infrastructure has on local communities. 

Those questions matter. Technological progress only works when communities see themselves in the benefits.  

At Microsoft, we believe communities should share in the benefits of AI infrastructure, and they should not bear the costs. That belief is reflected in five Community–First principles that guide how we build and operate datacentres around the world—and how we partner locally in Canada: 

Together, these principles shape how we build and operate our datacentres across Ontario and Québec and how we partner with governments, utilities, educators, community organizations, labour groups, and local nonprofits.

Below, we outline what each principle means in practice and the concrete steps we are taking to put these commitments into action here in Canada.

Paying our way on electricity

As Canada expands AI and cloud capacity, electricity systems are under pressure. Microsoft is committed to ensuring that our datacentres do not increase electricity prices for Canadians. In practical terms, this means that our infrastructure growth must be matched by responsible planning, full cost recovery, and investments that support long-term system reliability.

While electricity systems are provincially governed and solutions vary by region, our commitment is consistent across the country: AI infrastructure growth must support grid resilience and affordability for communities.

To deliver on this principle, Microsoft will:

• Work closely with provinces, utilities, system operators, and regulators to plan new supply in advance
• Design and operate highly energy-efficient datacentres
• Support public policies that advance affordable, reliable, and sustainable power
• Pay the full cost of the electricity we use, including the cost of new generation, transmission, and grid upgrades

Our commitment in action

In Ontario and Québec, we are working closely with provincial governments, utilities, system operators, and regulators to align datacentre growth with planned investments in generation and transmission.

We pay the full cost of the electricity we use. We also continue to design and operate next-generation datacentres that are significantly more energy efficient, reducing the amount of energy required for each unit of computing while scaling to meet growing demand.

To date, we have also paid for substations and fully dedicated the substations and land to provincial utilities. By paying our full share and planning ahead, we aim to support Canada’s economic growth without overstressing the electric grid or shifting costs onto households or small businesses.

Managing water responsibly 

Canada’s cooler climate is a real advantage when it comes to water stewardship. In Ontario and Québec, our datacentres are designed with a reduction-first approach, relying primarily on outside air and using water for cooling less than 5% of the year. When water is used, it is cycled efficiently through the system multiple times and managed in compliance with local regulations. This results in relatively low projected water withdrawals that reflect both local conditions and responsible designs. 

Microsoft’s approach to water in Canada prioritizes: 

• Minimizing potable water use through efficient design and advanced, industry-leading cooling technologies that maximize free air cooling, limiting the use of water 
• Transparency and early engagement with provincial and local authorities on water decisions 

Where communities identify opportunities to strengthen local water systems, we believe infrastructure investment should contribute to broader watershed health, not compete with it. 

Our commitment in action 

To bring this principle to life, Microsoft is taking locally grounded steps to strengthen water systems in the Canadian communities where we operate. 

In Ontario and Québec, we will partner on region–specific water projects that improve infrastructure resilience, restore watersheds, and support long-term stewardship. These projects, developed with local governments, conservation partners, and research institutions, include: 

• Rainwater harvesting: We design our facilities to make use of what is already available. We’ve implemented rainwater harvesting that further offsets freshwater demand. Our on‑site systems are projected to capture approximately 1.5 million litres of rainwater per year for use in datacentre operations. 
• LEED Gold certification is incorporated into Canadian datacentre designs. All Canadian datacentres will be monitored throughout the construction lifecycle and will undergo the certification process as they near completion.  
• Wetland and watershed restoration initiatives that improve water quality and reduce flood risk, including supporting Ducks Unlimited Canada to plant hundreds of trees and shrubs in the Lorette River Watershed. 
• Projects that strengthen monitoring, conservation, and long-term ecosystem health, including a donation toward the preservation of 325 acres of wetland in the Niagara Escarpment. 

Together, these efforts reflect a reduction first approach: minimizing reliance on potable water in our datacentres while investing in the resilience of shared water systems communities depend on every day. 

Creating jobs and economic opportunity 

In Canada, Microsoft’s datacentre construction is delivered through unionized skilled trades labour, supporting high quality jobs, strong safety standards, and apprenticeship pathways. Beyond construction, our focus is on building durable pathways into long–term careers connected to AI infrastructure and the digital economy. Through partnerships with educators, workforce organizations, and labour groups, Microsoft is working to ensure that Canadians can access the jobs created by this investment. 

Our commitment in action

We are advancing this principle through several concrete steps: 

• Increasing transparency: We will publish clearer information on the jobs created and local suppliers engaged at our Canadian datacentre sites. This will include aggregated national figures, with local detail available where appropriate, providing communities, governments, and stakeholders with a clearer picture of how AI infrastructure investment supports local economies. Microsoft’s datacentre builds in Canada employ approximately 2,000 individuals across sites during construction. Additionally, more than 400 Canadian businesses are involved during the construction phase. Once built and operational, Microsoft’s Canadian datacentres will employ approximately 250 FTEs, and approximately 400 contractors to maintain and operate its sites.  

• Deepening labour partnerships: We will continue to work with Canadian trade unions and workforce organizations, leveraging existing North American relationships and Canadian labour expertise to support safe, skilled, and inclusive job creation. 

Contributing to local communities 

Datacentres are long–term investments. They contribute directly to municipal tax bases, helping fund essential public services, without asking for special tax treatment. 

The arrival of a corporate citizen like Microsoft is a real benefit to our community in L’Ancienne-Lorette, particularly through significant contribution to municipal tax revenues. It also points to a positive impact on community engagement, with discussions already underway.” 

-  Gaétan Pageau, Mayor, City of L’Ancienne-Lorette

Strong communities are essential to sustainable growth. That is why Microsoft invests not only in infrastructure, but also in the social and economic foundations that support it.   

Our commitment in action 

Across Ontario and Québec, we are continuing to expand partnerships that support: 

• Workforce training and economic inclusion, including digital skilling for underrepresented groups through NPower Canada 
• Donations to support environmental conservation, restoration, and climate resilience projects with Ducks Unlimited Canada 
• Digital access and community led innovation, including support for local community projects through the Microsoft community funds 

These investments help ensure that AI infrastructure contributes to the vitality of the communities where it is built.

Investing in skills and what comes next 

Infrastructure alone is not enough. The real opportunity comes when its benefits are widely shared. It is the foundation upon which others build: startups launching new ideas, researchers advancing discovery, educators preparing the next generation, and governments and communities solving real challenges. 

To fully realize the promise of AI, Canadians must have access to the skills, tools, and opportunities to participate in, and shape the AI economy. That means ensuring AI doesn’t remain concentrated in a few places or organizations, but instead diffuses across our economy and communities, empowering people in every sector to innovate, build, and lead. 

Our commitment in action 

Microsoft is announcing several new Canada specific actions to expand access to AI and digital skills: 

• Launching national AI skilling initiatives: Through Microsoft Elevate, we are launching a new National AI Skilling Grant with Digital Moment to expand AI Education Training, delivering free, bilingual AI workshops and classroom ready resources to 20,000 educators and students across the country. 

• Advancing Indigenous AI fluency: Microsoft Elevate is partnering with Ampere and the Pinnguaq Foundation to further support Indigenous AI Fluency and Workforce Readiness Hubs – a national network of 13 makerspaces supporting AI learning, data privacy, and workforce readiness for youth and communities, including integration supporting teachers and students in Nunavut’s K–12 and post-secondary education system. 

• Empowering the nonprofit sector: In Canada, we are launching Microsoft Elevate for Changemakers and AI for Nonprofits credential through a community-led approach in partnership with Canadian Centre for Nonprofit Digital Resilience (CCNDR) and Digital Moment. CCNDR anchors the work in nonprofit trust, sector insight, and national reach, while Digital Moment will lead with high quality training and delivery in both official languages. Together, this new credential will equip 5,000 nonprofit professionals and leaders across Canada with practical, responsible AI skills they can apply immediately in their work. 

Building the future, together 

AI infrastructure is most powerful when it is built with trust, transparency, and partnership. That is why our approach starts and ends with communities. We are committed to building AI infrastructure in Canada in a way that earns trust, supports local priorities, and strengthens long –term prosperity. As this work continues, we will keep listening, learning, and engaging, because building the future of AI means building it with communities, not just in them. 

 

 

The post Building AI infrastructure the Community-First way in Canada appeared first on Microsoft On the Issues.

As we welcome more than 1,500 nonprofit leaders from around the world to Microsoft’s Global Nonprofit Leaders Summit, we are reminded of the extraordinary work nonprofit organizations do every day to strengthen communities and expand opportunity. Today’s gathering comes at a pivotal moment, as nonprofits confront a new set of questions: How can AI help them serve their communities more effectively? And how do they build the skills and capacity to lead this change from within?

Major technological transitions rarely unfold evenly. As AI diffuses across economies and sectors, it creates new opportunities, but it also introduces significant disruption for workers, families, and communities. Nonprofits are uniquely positioned to drive meaningful change in today’s world. They are the organizations people turn to first to support people as they develop new skills, find new pathways to employment, and stay connected to the systems that sustain them.

To help them maximize their impact with greater scale and efficiency, today we are announcing Microsoft Elevate for Changemakers, a new initiative that provides nonprofit leaders with essential AI credentials, access to a strong peer community, and role-based capacity-building resources. This program is designed to empower those at the forefront of social challenges to confidently lead AI adoption in ways that reflect their missions and the communities they serve.

This new program is part of our broader Microsoft Elevate commitment to ensure people can thrive in the AI economy and reflects Microsoft’s 50-year legacy of supporting nonprofits. As an organization, we are proud to partner with nearly one million nonprofits and education systems globally, and in the next year alone we will deliver more than $5 billion in discounts, donations, and grants to help nonprofit organizations address community needs.

Backed by Microsoft’s pledge to ensure everyone has opportunity in the AI era, Microsoft Elevate for Changemakers helps ensure that those working closest to community challenges remain at the leading edge of AI-powered solutions.

The new Microsoft Elevate for Changemakers program includes: 

• AI for Nonprofits credential: The AI for Nonprofits credential is a professional certificate, developed with LinkedIn and NetHope, that gives participants a clear, structured learning path built around the real work happening across the nonprofit sector. Earners receive a LinkedIn professional certificate, providing formal recognition of their growing expertise and their commitment to responsible AI use in their organizations.
• Live and on-demand AI training to build capacity: Practical skills training built around real nonprofit work, not generic AI content repackaged for the sector. From Copilot fundamentals to change management to responsible AI governance, every module is designed to simplify workflows for nonprofits and help them do more with ease.
• A Changemaker Fellowship, a global program for nonprofit professionals at organizations with actionable AI projects ready to advance their missions. This fellowship provides the essential resources, investment, and expert guidance needed to turn AI ambition into lasting impact. Fellows will join a worldwide cohort, create and implement responsible AI adoption plans, develop critical technical and change management skills, and connect with a trusted network of nonprofit AI leaders—all with support from Microsoft and launch partners, including EY and Caribou. The Changemaker Fellowship is now open to nonprofits of all backgrounds.

Those ready to make a difference with AI can register their interest today at Aka.ms/MicrosoftElevateforChangemakers.

Transforming possibilities by empowering nonprofits

At its best, AI should expand human agency rather than replace it. The real opportunity is to give people more capacity to solve problems, build new ideas, and strengthen the communities around them.

Across the nonprofit sector, this is already taking shape in practical ways:

• Enriching staff time. Much of a typical nonprofit employee week does not directly contribute to the mission work. In fact, research finds that nearly half of nonprofit organizations still use manual data entry and spreadsheets for compliance documentation, meeting summaries, case notes, and other operations. AI reduces that burden in ways that are already real and measurable, giving people more of their week back for the work they came to do. ARCare, a healthcare provider in underserved communities across Arkansas, Kentucky, and Mississippi, is already seeing the benefits of its use of AI technology. With AI handling administrative tasks, staff spend less time on data collection and more time on patient care, and they estimate they have eliminated 6–8 hours a day of manual tasks.
• Delivering more impactful programs. AI gives nonprofits the ability to scale what works without losing what makes it work. Opportunity International is using AI to scale impact through a local language chatbot to provide farmers with instant agricultural guidance, overcoming literacy barriers and dramatically expanding reach. By making critical knowledge accessible, AI frees frontline teams to focus on relationships, mentoring, and the long-term change that traditional programs alone can’t achieve.

• Engaging supporters and funders more effectively. Raising funds, obtaining grants, and building donor relationships are often the most important strategic priorities—and challenges—for nonprofits that are facing growing demand for services at a time of economic uncertainty. AI doesn’t replace donor relationships. It gives the people managing those relationships more time and capacity to focus on what builds them. Head Start Homes found that as AI increased their organizational bandwidth, they could scale programs and attract new funding.

• Transforming operations. AI gives nonprofits the ability to innovate and optimize how they work, bringing greater security, sharper data, and more informed decision-making to every part of the organization. The result is less time spent managing complexity and more capacity directed toward results. The social housing organization, de Alliantie, is a good example. Using AI has allowed de Alliantie to boost efficiency while keeping a human-centered approach to housing support at the center of everything they do. With more than 3,000 calls coming in each week for housing support, using an AI chatbot allowed call center staff to help more people, because the goal was never efficiency for its own sake. It was to make sure the human benefit always comes first.

These real stories of AI empowering mission-driven organizations are made possible by dedicated individuals within nonprofits who are stepping forward to lead transformative change, often without formal recognition or an official mandate. It is their willingness to embrace new technology, learn new skills, and champion responsible AI adoption that is propelling the sector forward.

The work ahead

The millions of global changemakers, volunteers, and leaders across the nonprofit sector are redefining what is possible, ensuring that AI serves as a tool to amplify human capacity and purpose, rather than replace it. Their commitment and leadership are the driving force behind a future where nonprofits harness AI to deliver greater impact, deepen relationships, and strengthen communities.

The path forward will be shaped by the strength and leadership of the nonprofit sector. Every day, these organizations demonstrate what it means to stay close to communities, respond in moments of change, and help people navigate uncertainty with trust and consistency.

That is what makes this moment different. As AI becomes more widely adopted, the organizations best positioned to ensure its benefits are broadly shared are the ones already doing this work.

At Microsoft, we are building on a tradition of support for this sector that began five decades ago with our founder and continues today. Ours is a long-term commitment. Not just as a technology partner, but as part of a broader effort to help ensure the benefits of AI reach the communities nonprofits serve. We will continue investing in the capacity, tools, and partnerships that support this work and look forward to building what comes next together.

The post Empowering the nonprofit sector to meet tomorrow’s challenges  appeared first on Microsoft On the Issues.

On Tuesday, February 23rd, Microsoft Senior Director of Education and Workforce Policy Allyson Knox testified before the House Education & Workforce Subcommittee on Early Childhood, Elementary, and Secondary Education. To view the proceedings, visit the committee’s website.

STATEMENT OF ALLYSON KNOX

SENIOR DIRECTOR OF EDUCATION AND WORKFORCE POLICY

MICROSOFT CORPORATION

BEFORE THE

EDUCATION AND WORKFORCE COMMITTEE

SUBCOMMITTEE ON EARLY CHILDHOOD, ELEMENTARY, AND SECONDARY EDUCATION

UNITED STATES HOUSE OF REPRESENTATIVES

“BUILDING AN AI-READY AMERICA: TEACHING IN THE AI AGE”

TUESDAY, FEBRUARY 24, 2026

WASHINGTON, D.C.

Good afternoon and thank you, Chairman Kiley, Ranking Member Bonamici, Members of the Subcommittee for inviting me to testify today. My name is Allyson Knox. I am Senior Director of Education and Workforce Policy at Microsoft, and I am pleased to have this opportunity to discuss issues related to artificial intelligence and its impact on teachers.

Today, I will share insights we have gathered from teachers about their experiences, challenges, and needs as they integrate AI in education; outline the steps Microsoft and other organizations are taking to facilitate this transition; and recommend legislative approaches to help policymakers strengthen these efforts. These legislative approaches include supporting professional development for teachers; encouraging public-private partnerships; promoting AI literacy; providing guidance on responsible AI use; and supporting innovation.

I would like to begin by quoting from Microsoft’s vice-chair and president, Brad Smith, in his recent foreword to Degrees of Change: What AI Means for Education and the Next Generation[i]:

“Generative AI has become the fastest-spreading technology in human history, adopted at a pace that even the most seasoned technologists could scarcely imagine. This speed is breathtaking, but it also compels us to pause and ask, “Are we ready for what comes next?” AI’s promise is extraordinary. It can help solve problems that have challenged humanity for decades—improving health outcomes, advancing education, and unlocking new opportunities for economic growth. But, like every transformative technology before it, AI brings new questions and new responsibilities.”

This thought-provoking quote is apt for today’s conversation on how AI is impacting teachers. The speed of AI adoption in our nation’s schools and classrooms is indeed breathtaking. Just three years ago, AI had barely made a mark in education. However, our 2025 Study on AI in Education found that 80% of U.S. K-12 teachers have used AI in their roles or for school-related purposes at least once or twice and one-fifth report daily use of AI. Additionally, 58% of K-12 teachers think AI usage at their school/district will increase in the next year.[ii]

What we are hearing from teachers on the impact of AI:

The breadth of adoption has been profound. We have heard directly from teachers who are using AI to streamline lesson planning, curriculum development, and personalize student learning in ways that were unimaginable a few years ago.[iii] AI is also reducing the time it takes to carry out administrative tasks, allowing more time for teachers to focus on their students.

Despite these benefits, we know teachers face challenges when it comes to AI in the classroom. We found roughly one in three teachers lack confidence in using AI effectively and responsibly. Many teachers also express concerns about how AI can exacerbate cheating and are worried about issues such as data privacy and student safety.

Teachers know AI is here to stay, and based upon countless surveys, forums, and focus groups, teachers are ready to tackle these challenges and ask for support in three main areas:

1. AI literacy – Teachers want the skills, knowledge, and support to build AI literacy and critical thinking in their students;
2. AI guardrails – Teachers want students to use AI responsibly and safely; and
3. AI tools – Teachers want classroom-ready AI tools and opportunities to provide feedback that improve them.

I’m excited to share a few ways Microsoft, along with many of our partners, are committed to providing teachers with the support they are requesting.

1.AI literacy – Teachers want the skills, knowledge, and support to build AI literacy and critical thinking in their students

At the core of this support is listening to and learning from teachers and understanding what they want and need to become AI literate themselves and teach AI literacy to their students. These conversations have resulted in exciting initiatives, including the recent launch of the Microsoft Elevate for teachers program, part of the company’s broader commitment[iii] to help schools and educators build skills, expand opportunities, and ensure everyone benefits from AI.

Microsoft Elevate for Educators

The Microsoft Elevate for Educators program equips educators and school leaders with access to one of the world’s largest and most connected peer educator networks and offers free professional development resources. It will provide free access to a new industry-recognized credential for educators, developed in partnership with one of the leading national nonprofit focused on technology and innovation (ISTE+ASCD).[vi] This partnership is aligned to the AI Literacy Framework, which is intended to help educators gain confidence and expertise in integrating AI into their teaching and learning. As part of this work, we also support ISTE+ASCD in advancing AI in teacher preparation programs.

National Academy for AI Instruction

Along with OpenAI and Anthropic, we are supporting the National Academy for AI Instruction, through a partnership with the American Federation of Teachers and the United Federation of Teachers. The Academy describes itself as a national training hub designed by educators – shaping the future of AI in public education, grounded in safety and people-first technology, and improving student learning. From everything we have heard from teachers, this is exactly the type of support they need to promote AI literacy. The Academy also focuses on building critical thinking skills for students and educators.

Rob Weil, who heads up the Academy, recently shared an update on their work with me. He noted through direct engagement with teachers, they listen to what the primary concerns teachers have around using AI in the classroom are, and then work with them to design trainings that are directly responsive to their concerns and meet them where they are – including using whatever technology they are already using in their classroom.

Their goal is to train 400,000 teachers over the next 5 years. The Academy is centered around a “train the trainer” model, building capacity to provide AI literacy to teachers at scale – providing the potential of millions of teachers to benefit from this initiative. Weil noted that interest and participation in the Academy has been taking off, largely due to word of mouth. This month, 1,000 teachers showed up for a virtual session, and another in-person session was overprescribed had to turn away a hundred interested teachers.

Why the interest? Teachers want to learn from their peers and trusted partners; they also want to ensure they are using AI effectively and safely. Weil explained that one of the most popular aspects of the training is centered around the Academy’s Commonsense Guardrails for Using Advanced Technology in Schools,[v] which helps empower teachers to address the challenges they are facing in implementing AI. Some teachers describe AI as the wild-wild west, and this guide has helped provide a roadmap for understanding how to navigate bringing this technology into the classroom.

The trainings also provide real-world, hands-on experiences with using technology which teachers themselves are bringing to the table. At the trainings, teachers are asked what they could use the most help with and then have time to experiment with different tools to do things like start a draft of a lesson plan or an outline for a rubric – allowing them more time and flexibility to incorporate their expertise. In addition, the Academy creates opportunities for educators to influence the development of AI for schools.

Support for Special Education Teachers

We also recognize the potential that AI holds to support students with disabilities – and the need to ensure special education teachers have the support and resources to fully unlock this technology.

Recently, we launched a course to support educators in exploring how Microsoft AI tools can be thoughtfully used in special education environments to reduce administrative demands, strengthen accessibility, and support clear communication with families. Throughout the learning path, responsible use of AI, privacy, and transparency are emphasized so educators can determine when and how AI fits into their practice in ways that align with student needs and professional values.

After our engagements, we tailored our trainings to special education teachers by incorporating their direct feedback. Key topics included privacy with sensitive medical information and using AI to assist parents and caregivers in IEP meetings. We emphasized clear communication, parental inclusion, and ensuring parents understand the meeting’s goals and how best to support their children.

Finally, special education involves a collaborative team beyond just teachers, and we’ve revised our approach to address the needs of occupational therapists, physical therapists, and all other members involved in special education.

Support for Teachers in Rural America

We have found there’s a significant gap in daily AI usage by urban teachers versus their rural and suburban counterparts (39% vs. 24%).[iv] This gap underscores why ensuring AI tools, resources, and professional development are attuned to the needs of rural teachers is critical.

For the last five years, we’ve been working with the National Future Farmers of America (FFA) and agricultural science teachers to develop FarmBeats for Students and ensure it is responsive to agricultural science teachers’ needs. We engaged in an iterative process with them – collaboratively designing and building curriculum and training with agricultural science teachers from the very beginning of development.

FarmBeats for Students brings AI to agricultural education through a hands-on educational program that brings precision agriculture directly into the classroom. The program consists of an affordable hardware kit and a free curriculum aligned with rigorous educational standards. Activities give students direct experience with topics like digital sensors, data analysis, and AI.

We brought FarmBeats for Students to the National FFA convention and held a series of workshops with teachers across the country. They experimented with the kits and provided input to ensure this technology was directly responsive to what they wanted to see in the classroom.

In addition to our partnership with the National FFA, Microsoft helps meet the needs of rural teachers by deploying the online content referenced above through Elevate, as well as supporting community-based organizations that help facilitate activities and events which promote AI literacy in rural communities.

AI Literacy Frameworks, Standards, and Guidance

Teachers want frameworks that help them integrate AI into their classrooms. We are pleased there is bipartisan interest in establishing strong frameworks around AI and education, especially highlighting the need for widespread AI literacy. Microsoft has provided support, guidance, and input to organizations and initiatives such as Code.org and TeachAI who work to develop and promote frameworks, guidance, and standards.

Microsoft encourages state and local policymakers to review and leverage these resources as they incorporate AI in education:

• The TeachAI Foundational Policies[vii]: This resource, endorsed by dozens of policy organizations and associations, provides practical guidance for national, state, and local leaders to harness AI’s benefits in teaching and learning while mitigating risks. The policies focus on five priorities—fostering leadership, promoting AI literacy, providing clear guidance, building educator capacity, and supporting responsible innovation—to ensure AI strengthens education systems and prepares learners for an AI‑enabled workforce.
• The TeachAI AI Guidance for Schools Toolkit[viii]: The Toolkit helps education authorities, school leaders, and educators develop clear, responsible guidance for using AI in K–12 education, balancing potential benefits with risks such as privacy, bias, and academic integrity. It provides a practical framework, principles, sample policies, and communication templates to support safe and human‑centered AI adoption across school systems. The Toolkit has been used by the majority of states in constructing guidance for schools.
• The AI Literacy Framework[ix]: The AI Literacy Framework defines the knowledge, skills, and attitudes students and educators need to understand, use, and critically evaluate AI in education. It is organized around four core domains—Engaging with AI, Creating with AI, Managing AI, and Designing AI—and emphasizes critical thinking, ethics, and human judgment alongside technical understanding. It also emphasizes the foundational computer science concepts that prepare students to not just use AI but understand how AI works and its societal impacts. The framework is designed to be interdisciplinary, practical, and durable, helping schools integrate AI literacy into curriculum, professional learning, and policy in age‑appropriate ways.

2.AI guardrails – Teachers want students to use AI responsibly and safely

We have heard from teachers that one of the greatest hesitations they have with AI is around safety for students. This includes ensuring AI tools used in the classroom protect student privacy, don’t collect their information, and are safe from a mental health perspective.

Some of the strategies teachers use to promote safety are a significant focus in the professional development referenced earlier. In addition, the frameworks include key components to help teachers understand responsible AI use.

Microsoft takes our responsibility as a developer and deployer of AI technology very seriously. Paramount to deploying this technology in classrooms is ensuring it is responsible. Microsoft has identified six principles that we believe should guide AI development and use.

• Fairness: AI systems should treat all people fairly.
• Reliability and Safety: AI systems should perform reliably and safely.
• Privacy and Security: AI systems should be secure and respect privacy.
• Inclusiveness: AI systems should empower everyone and engage all people.
• Transparency: AI systems should be understandable.
• Accountability: People should be accountable for AI systems.

These principles are the foundation for other tools and resources we share with teachers to provide guidelines for them to deploy AI in the classroom.

As another example of our commitment to safety, earlier this month, on Safer Internet Day, we launched our new Microsoft Education Security Toolkit,[x] which provides educators and IT teams with practical guidance tailored to the realities of modern education.

3. AI tools – Teachers want classroom-ready AI tools and opportunities to provide feedback that improve them

Teachers often lack the right AI tools tailored to their needs for boosting student achievement. It’s essential to develop AI solutions based on teacher input rather than just delivering generic options. Microsoft strives to meet this responsibility by designing tools and partnerships that address educators’ needs. We believe this approach creates a critical feedback loop that will allow us to constantly evolve our tools to maximize their benefit in the classroom over time.

In fact, at Microsoft, our engineering teams collaborate closely with educators and students to advance the development of AI tools for classroom use. We partner with teacher organizations and directly engage with the disability community to better understand instructional requirements and design technology that enhance student learning outcomes.  Some examples include:

Reading Progress

One of the tools we offer to teachers is called Reading Progress, which helps teachers analyze students’ fluency and generates reading passages and comprehension questions.

From the beginning of development, we worked with individual teachers through our Educator Insiders program and with entire schools or districts through our Technology Adoption Preview, where educators test prototypes of our products and provide feedback.

For example, teachers asked for a tool that could generate tailored passages to meet the needs of their students. We incorporated that feedback and now, teachers can get as specific as saying they want a passage generated about sports that is for a third-grade reading level and includes specific words their class is learning.

Teachers also told us they wanted reading comprehension questions generated faster and better. With AI, it’s easy to do this in a high-quality way.

Teachers report increased comprehension, higher reading fluency, and higher scores, especially for struggling or reluctant readers.

Teach for America (TFA)

Microsoft has been a proud supporter of TFA’s efforts to improve the education system and expand opportunities for children across the U.S. It has been great to see all of the ways in which TFA has worked to equip their teachers with AI fluency in order to help them integrate this technology into the classroom.

TFA recently completed a cloud migration to Microsoft Azure, unlocking countless avenues to improve program design and delivery, direct the most possible funds toward its mission to ensure all kids have access to an excellent education, and evolve to offer the best learning options inside and outside the classroom.

Where do we go from here

What is both exciting and daunting about AI is that while we can take lessons learned from previous technological transformations in the classroom, much of the book has not been written on AI adoption. Meaning tech companies, teachers, government, and other stakeholders have the opportunity to shape where AI goes in education and beyond.

I want to conclude my remarks today with policy recommendations for the Committee to consider:

• Support professional development for teachers to effectively teach about AI and responsibly integrate AI tools in the classroom.
  • At the Federal level, this means providing priorities for competitive grant programs, such as those recently proposed by the U.S. Department of Education.
• Encourage public-private partnerships.
  • Incentivize and prioritize Federal funds and grants that support partnerships between technology companies and educational programs, including apprenticeship and credentialed organizations, to develop up to-date AI curriculum.
• Promote AI literacy across the U.S.
  • Integrate AI skills and concepts, including their foundational principles, social impacts, and ethical concerns, into existing curriculum and instruction.
• Provide guidance.
  • Equip schools with guidance on the safe, effective, and responsible use of AI, including considerations related to student privacy, data security, accessibility, transparency, and appropriate human oversight.
• Invest in innovation.
  • Support research and evaluation to better understand the impacts of AI in education, including its effects on teaching and learning and student outcomes, and to identify effective, scalable practices that mitigate the digital divide.

 

[i] Smith, Brad. “Foreword.” Degrees of Change: What AI Means for Education and the Next Generation, by Juan M. Lavista Ferres, John Wiley & Sons, 2026.
[ii] See Microsoft 2025 AI in Education Survey Details, August 2025
[iii] See Microsoft 2025 AI in Education Survey Details, August 2025
[iv] See Microsoft Elevate: Putting people first, July 2025
[v] See Commonsense Guardrails for Using Advanced Technology in Schools, March 2025
[vi] See Microsoft 2025 AI in Education Survey Details, August 2025
[vii] See TeachAI Foundational Policies
[viii] See TeachAI AI Guidance for Schools Toolkit
[ix] See AI Literacy Framework
[x] See Microsoft Education Security Toolkit, February 2026

[1] ISTE (International Society for Technology in Education) + ASCD (Association for Supervision and Curriculum Development)

 

The post Building an AI-Ready America: Teaching in the AI age appeared first on Microsoft On the Issues.