Today we’re publishing the Community Standards Enforcement Report for the second quarter of 2021. This report provides metrics on how we enforced our policies from April through June. This is our 10th report and some of our long-term trends include:
- Prevalence of hate speech has decreased for three quarters in a row since we first began reporting it. This is due to improvements in proactively detecting hate speech and ranking changes in News Feed.
- Hate speech content removal has increased over 15X on Facebook and Instagram since we first began reporting it.
- Our proactive rate (the percentage of content we took action on that we found before a user reported it to us) is over 90% for 12 out of 13 policy areas on Facebook and nine out of 11 on Instagram.
- We now include 13 policy areas on Facebook and 11 on Instagram, and have added new metrics on appeals, restores, and prevalence.
In addition to our Community Standards Enforcement Report, this quarter we’re also sharing:
- The newly released Widely Viewed Content Report
- Ongoing updates on our efforts to promote reliable information about COVID-19 and vaccines and reduce harmful misinformation
We’re committed to sharing meaningful data so we can be held accountable for our progress, even if the data shows areas where we need to do better.
Today, we’re also releasing the first in a series of reports that will give an overview of the most widely-viewed content in Facebook’s News Feed, starting with the top 20 most viewed domains, links, Pages and posts in the US. These reports are public in the Transparency Center and we will include them with each quarterly Community Standards Enforcement Report going forward.
Promoting Reliable Information and Reducing Harmful Misinformation About COVID-19
COVID-19 is still a major public health issue, and we are committed to helping people get authoritative information, including vaccine information. We continue to remove harmful COVID-19 misinformation and prohibit ads that try to exploit the pandemic for financial gain. Since the start of the pandemic through June:
- We removed more than 20 million pieces of content from Facebook and Instagram globally for violating our policies on COVID-19-related misinformation.
- We have removed over 3,000 accounts, pages, and groups for repeatedly violating our rules against spreading COVID-19 and vaccine misinformation.
- We displayed warnings on more than 190 million pieces of COVID-related content on Facebook that our third-party fact-checking partners rated as false, partly false, altered or missing context, collaborating with 80 fact-checking organizations in more than 60 languages around the world. When they rate a piece of content with one of these ratings, we add a prominent label warning people before they share it and show it lower in people’s feed.
We’ve provided authoritative information to help improve vaccine acceptance, connecting 2 billion people to resources from health experts through our COVID-19 Information Center and educational pop-ups on Facebook and Instagram and helping 4 million people in the US alone access vaccines through our vaccine finder tool.
We know from public health research that people are more likely to get vaccinated if they see others in their community doing so. In countries where vaccines are available to most people, we ramped up our efforts to show when friends and neighbors share their support for vaccines through profile frames and stickers.
- Since the beginning of the pandemic, more than 18 million people globally have used Facebook profile frames supporting vaccines.
- More than 25% of people globally on Facebook have already seen someone use the UNICEF COVID-19 vaccine profile frames.
- Over 29% of people globally on Instagram have seen someone use a COVID-19 vaccine sticker.
- Instagram COVID-19 vaccine stickers have been used by more than 7.6 million people globally.
For people in the US on Facebook, vaccine hesitancy has declined by 50%. Globally, we have also seen vaccine acceptance rising. For example, our COVID-19 Trends and Impact Survey data which we conduct in partnership with Carnegie-Mellon and University of Maryland has since the beginning of the year shown vaccine acceptance rising by 35 percent in France, 25 percent in Indonesia, and 20 percent in Nigeria.
Community Standards Enforcement Report Highlights
Progress on Hate Speech
Prevalence of hate speech on Facebook continued to decrease for the third quarter in a row. In Q2, it was 0.05%, or 5 views per 10,000 views, down from 0.05-0.06%, or 5 to 6 views per 10,000 views in Q1.
We removed 31.5 million pieces of hate speech content from Facebook, compared to 25.2 million in Q1, and 9.8 million from Instagram, up from 6.3 million in Q1. This is due to continued improvement in our proactive detection. Our investments in AI enable us to detect more kinds of hate speech violations on Facebook and Instagram. This technology helps us enforce our policies across billions of users and multiple languages. Steady, continuous AI improvements and advancements, such as the Reinforcement Integrity Optimizer (RIO), enable our AI models to spot hate speech using real-world data and improve over time.
Updates in Child Safety
Keeping children safe on our apps is critical. Previously, we reported one metric, child nudity and sexual exploitation of children. In our latest report, we’ve added more data and created two new reporting categories under the broader topic of child endangerment: 1) nudity and physical abuse and 2) sexual exploitation.
We changed this to provide a more detailed, transparent overview of our efforts in this space to child safety experts, academics and the general public.
- Child nudity and physical abuse content we took action on:
- On Facebook: 2.3 million with a proactive rate over 97%
- On Instagram: 458,000 with a proactive rate of over 95%
- Child sexual exploitation content we took action on:
- On Facebook: 25.7 million with a proactive rate of over 99%
- On Instagram: 1.4 million with a proactive rate of over 96%
In Q2 2021, we improved our proactive detection technology on videos and expanded our media-matching technology on Facebook, allowing us to remove more old, violating content. Both enabled us to take action on more violating content.
In addition to new categories and ongoing improvements in reducing prevalence, we saw steady progress across many problem areas.
On Facebook in Q2 we took action on:
- 6.2 million pieces of organized hate content, compared to 9.8 million pieces in Q1 2021 — this marks a return to pre-Q1 levels as we update our proactive detection technology
- 16.8 million pieces of suicide and self-injury content, compared to 5.1 million pieces in Q1 2021 — due to a technical fix we made that allowed us to go back and catch violating content we missed
- 34.1 million pieces of violent and graphic content, compared to 30.1 million pieces in Q1 2021
On Instagram in Q2 we took action on:
- 367,000 of organized hate content, up from 325,000 in Q1 2021
- 3 million pieces of suicide and self-injury content, up from 2.6 million in Q1 2021
- 7.6 million pieces of violent and graphic content, compared to 5.5 million pieces in Q1 2021
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Celebrating many identities within a global community of impact: An Asian and Pacific Islander Heritage Month conversation
Srinivas Prasad Sugasani: It’s such fun to connect with you on Asian and Pacific Islander Heritage Month. As Asians and Pacific Islanders, I feel that we have so much to celebrate. At the same time, as we think about some of the events and realities that we have navigated recently, I’m curious from your perspective,…
Srinivas Prasad Sugasani: It’s such fun to connect with you on Asian and Pacific Islander Heritage Month. As Asians and Pacific Islanders, I feel that we have so much to celebrate. At the same time, as we think about some of the events and realities that we have navigated recently, I’m curious from your perspective, Jane, what do you feel is different about this past year?
Jane Hesmondhalgh: We’ve continued on our journey of working to create an inclusive culture at Microsoft. And there is still a gap between our aspired culture and everyone’s lived experiences today. For some, that gap may be small; for others it may be larger. But the fact that at Microsoft we have this value system we’re aspiring to is, I think, very much aligned to the Asian and Pacific Islander communities.
We’re consistently working toward respect, accountability and high integrity at Microsoft. I would say that our continued work to make progress is not so much different this year, but that we’re focusing even more effort on it.
Unfortunately, this past year we have seen the continued trend of acts of hate toward Asians globally. But the fact that Microsoft is strongly supporting the community in the face of those is super critical for the community. And that much-needed support is not a one-time event where we say something and then we’re on to the next thing. It’s the ongoing recognition that acts against violence, injustice and inequities across the world are unacceptable.
SPS: That’s right. We’ve also been focused on community education in the wake of this alarming rise in acts of hate and violence — how the community can leverage safety practices, and how can we work with the local government communities to increase safety.
JH: Our Inclusion Council has also been really engaged in these discussions. Other examples of sustained commitment to the community include the events we’ve done to engage with external experts in ongoing learning such as Microsoft Include, and of course the support of our Asians at Microsoft Employee Resources Group (ERG). I have heard from the community specifically that one of the most powerful things they’ve attended this year are our community calls, where people have had the opportunity to talk through how they’re feeling with others who may have experienced similar things.
SPS: Based on what we heard from our community, we’ve also been increasingly focused on how we strengthen and support the advancement of the ERG and its members at the company. I am really proud of how we’ve been working with outside experts on leadership development across the company, all the way from entry-level employees to the most senior in the company. This is the kind of year-round investment that is directly benefiting the community.
JH: I’m so passionate about this piece — the leadership education for Asians and Pacific Islanders. When I started as the sponsor for the Asians ERG, that was the No. 1 feedback, that the community wanted unique and tailored leadership education.
As we know, there are 4.7 billion people in this broad community across the world. Asians and Pacific Islanders make up 60% of the world population. That really strikes me. Because within that, there are so many different perspectives. So, a question for you is, how do we ensure that different types of conversations and perspectives from the entire community are brought in?
SPS: As you said — 60% of the global population! And we are trying to represent diversity within the community at that scale. It’s actually one of our strategic pillars in our ERG — including all community members. I think we’re doing a really good job with that. The leadership team has ensured that we include many voices, and as a result of that diversity of thought, we’ve seen new steps and actions being taken. For example, we had an Asians ERG art exhibition. We had a day of remembrance where people could talk about their practices, cultures, ancestors. We had a stand-up comedy event. And we’ve focused specifically on women inventors. Those are just a few examples.
So, focusing on the many dimensions of identity within our global community ensures that we can all share our experiences and learn from each other.
JH: This leads me to reflect on the word “community” and what does that mean? With a global team located all over the world, how do we bring everybody together in a sense of community? At Microsoft the community is a combination of people, cultures and beliefs. So, I think that community piece is our connection to the history across the Asia Pacific region. Within this vast land mass, we can appreciate and understand the differences and uniqueness of the people in the sub-communities and societies. We talked earlier about Microsoft’s culture and values. I think one thing that helps us is that Asian values around integrity and respect are very similar to the company’s. And then of course we go beyond respect to actually celebrating our cultures. Each of our ERG chapters and groups, each culture, is a contribution that is valuable to the world.
And these values are actually critical for the work ahead, right? This year, next year and beyond, we want to tackle the biggest problems that divide us as a society. And we’ve got that microcosm of society within our Asian and Pacific Islander community. We can play a huge role in landing the mindset of interconnectivity and learning both within and outside the company. Each person must be committed to driving positive change, be more intentionally inclusive in the workplace and build our empathy. With this, we can build momentum to meet the challenges of the world.
SPS: Well said Jane. As you’re speaking, I’m thinking about my own personal journey as well. Part of my life I lived on a farm in a small village. I experienced a community there where everybody looked like me, spoke like me with a very similar kind of language. When I lived in various cities, that was the first time I’d experienced people looking like me but speaking different dialects.
And then when I started working on a multinational level, I encountered people who had such a range of cultural differences from me. What I’ve learned is whether it is living in a village, in a small community or at the global level, human values remain the same. I’ve realized more recently that as things become more complex, more turbulent, and we do not know what future will hold, the constant is the values that we all stand for. And that is true across the Asian and Pacific Islander communities, and all across Microsoft and our nine ERGs and many dimensions of identities.
JH: You know, I never thought about it in this way but because you shared a little bit about your own background, I’ll share something about when we moved from the U.S. back to the U.K. In his new school, my son felt left out, and suddenly struggled with questions around “I am British, but do they think I am American or Chinese?” He didn’t feel that sense of belonging, and all these new questions of identity came up which he held to himself. Things did get better, but it reminds me that it’s all of our responsibility to help each other understand that while people are different, everybody has something to offer. People need to feel like they’re valued and that they can contribute without being judged.
SPS: It is so true. Thank you for sharing that. Are there any misperceptions about the Asian and Pacific Islander community that you would like to address?
JH: I’ve heard people say things like, gosh Asians are good at math and science, and they have an easier entry to STEM fields and occupations. I don’t know that I would ever categorize it as easier or not easier. There are many Asians who are not good at math and science, right? It’s a generalization, and there are a lot of these.
Another misconception is that because the Asian population is large, there are a lot of Asian leaders. But actually, the statistics have shown that we’re the least likely of all racial groups to become managers and executives. We need more role models and pathways to that senior level, which is where those development efforts we spoke about earlier come in. And of course, some other misconceptions came up during the pandemic around Chinese people.
So again, what combats these types of misconceptions and harmful stereotypes is learning and building our understanding and empathy for one another.
SPS: I absolutely agree. We will continue this work with the Microsoft communities and our leadership. I look forward to the impact we will make in the coming year. Thank you so much, Jane, for the chance to have this conversation. I look forward to our celebrations and recognition this month!
JH: Thank you, Srinivas! Happy Asian and Pacific Islander Heritage Month!
3 ways to turn your field service operation into a revenue-generating machine
For decades, companies have relied on skilled technicians to repair equipment and engage with customers in the field. While these technicians were often the only representation that the customer would see, their skills, processes, and systems were seldom seen as critical aspects of the company’s revenue cycle. Until recently, many field technicians or field service…
For decades, companies have relied on skilled technicians to repair equipment and engage with customers in the field. While these technicians were often the only representation that the customer would see, their skills, processes, and systems were seldom seen as critical aspects of the company’s revenue cycle. Until recently, many field technicians or field service teams were merely thought of as necessary cost centers. But like other parts of the organization, even the cost centers must learn to innovate and discover additional revenue–generating opportunities.
Field service is the process of organizing and managing work tasks that need to be completed at a particular location, usually a customer site. The field service process often includes many variables and can be quite complex. It encompasses dispatching, scheduling, skills matching, and route optimization, to name a few. Many people have been in a situation where they’re expected to wait all day for a technician because they’ve been given a broad arrival window time between the hours of 8 AM and 4 PM. Well, that’s field service—albeit, a rather inefficient model.
As the field service domain evolves, companies are learning their inefficiencies in the field can quickly cost them revenue as customer satisfaction is negatively impacted and the lifetime value of their customers decreases. And while companies across all industries are realizing the extended costs of inefficient field service operations, those that are innovative have begun to understand how to also leverage field service to generate more revenue. Cost reductions by becoming more efficient can be great, but reducing costs while increasing revenue is pure gold.
Here are three ways to drive revenue through your field service operations and how Microsoft Dynamics 365 Field Service can help create efficiencies.
1. Lead generation
This may sound odd primarily because lead generation has always been a staple of marketing and sales operations. But who else gets to know your customers better than your field technicians? Here’s a quick personal story:
After a recent move, I called several internet service providers. For starters, I selected the provider that could deliver service in the least amount of time. Upon arrival, the technician asked about other services, particularly mobile phone service. Since I had a different mobile phone carrier, he said they have specials and asked if I would be interested in hearing them. Shortly after confirming my interest and completing my internet installation, a field salesperson knocked on my door and converted me over to their mobile plan. A lead generated and a sale transacted—all originating from the field technician’s simple question.
Field technicians are skilled workers that often have a series of tasks needed to complete the service. By simply including a question or by noting a specific item on their task list, a Microsoft Power Automate flow can be triggered to automatically create a lead and route it to the sales team. This creates a qualified lead for the sales team and a cross-sell revenue opportunity for the company.
2. Expanding business units: Field Service-as-a-Service
To truly turn your field service operations into a revenue generator, the current operation must become efficient. Efficiency requires innovation; that is, innovation of processes, system platforms, and people. When it comes to field service operations, it’s safe to say not all organizations innovate at the same pace and some prefer not to innovate at all. This is where your innovation and efficiencies can become a revenue-generating asset.
For example, a large healthcare facilities provider began as a facilities management operation. They provided facilities management services to the vast and growing network of healthcare providers. Continuing to innovate and drive efficiencies with Dynamics 365 Field Service, the healthcare facilities provider quickly recognized the value they could bring to other healthcare provider networks and began offering their services to other hospitals. By leveraging their efficiencies, they were able to provide great value to more than 160 hospitals which allows their customers to create better patient experiences. The healthcare facilities provider is a great example of how field service efficiencies were used to create a revenue-generating business unit.
3. Connected Field Service: leverage data
Connected Field Service leverages IoT data collected from device sensors and integrates with Dynamics 365 Field Service to create a new revenue-generating service model. Connected Field Service allows organizations to graduate from the traditional break-fix service model to a proactive and predictive service model. This shift creates opportunities for organizations to market and sell new service offerings that yield greater revenue and increase margin.
A connected field service example is a Pacific Northwest mechanical contractor company. The organization specializes in developing energy-efficient buildings. However, by capturing the data from IoT sensors, their connected field service solution enables them to offer post-construction optimization services. IoT sensors capture a building’s energy levels and proactively dispatches a service technician prior to failure—thus, ensuring operational efficiency within their customers’ facilities. Building on their efficiencies, they can conserve and reduce travel costs by performing remote inspections and service with Dynamics 365 Remote Assist. Such efficiency creates opportunities to sell more advanced support offerings thereby increasing revenue and profitability.
Learn more about Dynamics 365 Field Service
The good news is that becoming more efficient in field service operations can be extremely valuable to your organization. The better news is that through innovation, field service operations can even be transformed into a revenue-generating machine.
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