Тип практики: Team practices

Gender Sensitivity and Respect for Diversity as the Foundation of Editorial Culture

The editorial team developed and published a Gender Sensitivity Policy on its website. View the policy Work on the document took place during the team’s participation in a mentoring program on gender-sensitive journalism that lasted from May to October 2025. According to the outlet, adopting the policy became an important step toward clearly defining the editorial direction, improving internal communication, maintaining gender balance in reporting, and systematically upholding gender-sensitive standards.

Although mutual understanding and respect for diversity had already been present within the team, the written policy helped formalize these principles and establish a shared reference point for all staff members. The newsroom now consciously produces content using gender-sensitive approaches.

The team includes a representative of the LGBT community, and colleagues respect and accept his identity, support him, and share the declared editorial values. According to the newsroom, daily interaction within a common working environment has contributed to greater tolerance and acceptance of LGBT people among staff members.

The editorial team has also systematically used feminine professional titles (feminitives) in its content since the outlet was founded in 2017. This practice is considered part of the media outlet’s educational mission and reflects its core message: “observe, analyze, act.” The newsroom emphasizes that the use of feminitives is an element of its public awareness and educational work with audiences.

At the same time, the outlet notes that some initiatives have not yet been implemented due to limited financial resources. In particular, this concerns the introduction of systematic support for parenthood and caregiving within the team, which currently remains difficult to implement for financial reasons.

Systematic Monitoring of Gender Balance on the News

What Has Been Done

StarLightMedia has become the first Ukrainian media company to sign the Women’s Empowerment Principles in October 2019. Ever since, the company annually implements policies aimed at achieving gender equality both as an employer and a media content producer.

Within StarLightMedia, all departments and creative teams working on content declare a commitment to a 50:50 balance in representation. Special attention is paid to this issue in news shows.

How It Was Implemented

The issue of gender representation is regularly raised during the weekly meetings of StarLightMedia CEO Oleksandr Bohutskyi with the news editorial team, which is also composed maintaining a 50:50 balance.

These discussions resulted in the introduction of the company’s own internal audit: monthly monitoring of the number of women and men on the screen. Over the past two years, StarLightMedia news products (Fakty ICTV and Vikna Novyny) have been systematically working on gender balance, recording the figures and analyzing the dynamics.

The company publicly reports the results of this monitoring to civil society, acknowledging both the achievements and the limitations it faces in the process.

Impact

Over the year, 298 women appeared on the air in StarLightMedia’s slots of the United News telethon. They were representatives of government authorities, civil society, experts in various fields, and the military. Despite not yet achieving a 50:50 representation level, at the end of the year, StarLightMedia news ranked first in terms of the number of women on the telethon among all its producers.

As noted by Tymur Levchuk, StarLightMedia’s leader for diversity and inclusion, the company considers this report to be an honest self-assessment tool: it highlights room for development while also celebrating the strengthening of women’s voices on the news.

How Other Media Can Follow:

  • Implement regular internal monitoring of gender representation in content.
  • Raise the issue of balance on the air at the level of management decisions.
  • Report results publicly, acknowledging both accomplishments and limitations.
  • View gender equality as a long-term process, not a one-off campaign.

Implementing a Systemic Approach to Diversity, Equality, and Inclusion

What Exactly Was Implemented: DEI Internal Policies and Practices

In August 2025, the Supervisory Board and the Board of Suspilne approved the Concept for an Inclusive Approach in Content Production and Team Work, the first systemic document defining the vision, principles, and steps to implement diversity, equality, and inclusion (DEI) at all the levels of company activity. The concept encompasses both the institutional level (equal opportunities, internal processes, team culture) and the content level (representation, sensitivity, inclusion of various voices in materials by Suspilne). This is the first document of its kind among Ukrainian media, which also garnered interest among some European media (in Finland, Sweden, Slovenia, etc.) to develop similar ones in their countries.

When and Why It Was Decided to Implement It

The team began working on the Concept in September 2024, understanding that real inclusion must manifest itself in everyday practices and become systematic work. The document was based on the need to ensure that Suspilne encompasses the full diversity of Ukrainian society and remains a media outlet where everyone can see a reflection of themselves.

Suspilne engaged internal company specialists and external experts, both Ukrainian and international, who co-authored various thematic parts of the document, including international experts from the European Broadcasting Union, of which Suspilne is a member, and representatives of communities about which we create content (this is crucial). It became a space for dialogue, in which different points of view were transformed into a shared vision.

Ukrainian experts developed executive summaries in six thematic parts of the Concept and held thematic workshops for our team. Afterward, the team of the Department for Diversity, Inclusion, and Equal Opportunities (which was established in April 2024: another example of growth and understanding of the importance of this topic in the Public Broadcasting system) drafted the document, ran it by the experts and communities and developed the final text.

This text became a foundation for the topics of inclusion, diversity, and equality, which often remain on the sidelines. Within its teams, the broadcasting company developed presentations, information cards, and other activities explaining the provisions of this document. The communication tools include an internal chat and an information dashboard (including regional subsidiaries of the company) collecting questions and feedback about a particular topic.

How This Affected the Newsroom

The concept united different teams around joint values and laid the groundwork for systemic changes: Suspilne is adjusting editorial policies and HR processes. The company has acquired more internal understanding of equality-related topics, started a series of workshops on gender sensitivity, inclusive language, barrier-free setup, age diversity, and the topic of veterans. Changes in the content have also been noticeable: stories by Suspilne have been featuring a diverse range of people increasingly often.

The process of development and approval of the Concept Implementation Plan is currently ongoing (scheduled for December 2025), and it will involve a significant part of Suspilne teams, since it will include the implementation of sign language in cultural projects and audio description for documentary projects. It is also planned to continue ensuring a 50:50 gender balance in all the content on Suspilne and to set up the publication of news in an accessible language in an Easy News format.

Gender Audit

In 2025, Suspilne became the first and only large media company in Ukraine to have an independent gender audit conducted. A gender audit is a systematic assessment of policies, management processes, HR practices, and corporate culture through the lens of equality, inclusion, and non-discrimination.

The independent audit was carried out by Women in Media NGO with International Media Support (IMS). The research was conducted over May–August 2025 as part of the project “United for Equality in the Media: Promoting Gender Equality through Cooperation of Civil Society Organizations, the Media, and the Authorities.”

“We decided to take this step to objectively assess the state of equality within the company, identify barriers, and create a roadmap for further adjustments. It was important for us to not only declare the principles of inclusion but also to confirm them with specific actions,” shares Anastasiia Hudyma.  

The audit was an important step in building trust and openness within the team. 521 employees participated in the survey; 86% indicated that gender equality is important to them, and 85% said that gender does not affect career opportunities. The process of discussing the results brought together different departments, provided an opportunity to hear the voices from the regions, and initiated a culture of internal reflection.

The audit results laid the foundation for the implementation of the Action Plan for Integration of Gender Equality Principles, development of online trainings, and regular monitoring. The action plan is not public but rather implemented by an internal working group; it is carried out both on a strategic level (such as workshops) and at the level of everyday practices (including purchasing period hygiene products for bathrooms).

Further Newsroom Plans

Anastasiia Hudyma, Director of the DEI Department at Suspilne, says that the company is currently working on improving content accessibility for people with low hearing and vision, particularly by introducing sign language interpreting and audio descriptions. According to Ms. Hudyma, this requires significant financial resources, since it requires not only equipment but also engaging SL interpreters, narrators, studio adaptation specialists, and actors. Simultaneously, Suspilne conducts internal workshops for employees explaining the importance of creating such content even when the audience requiring it is rather small.

She also points out the complexity of the systematic introduction of nouns in feminine forms in internal documentation, which is connected with the organization’s size, established administrative formats, and the need for coordination with the existing regulatory framework.

According to her, an additional challenge is the low engagement of employees in training programs. Suspilne therefore sees the need to develop a new internal learning model, which would combine online modules, practical cases, and mentor support, as well as engage external experts on various subjects, from gender equality to accessibility and ethics.

In addition, Ms. Hudyma notes that Suspilne strives to implement parenthood support policies but encounters restrictions due to government funding, which prevents the company from introducing additional social benefits or support packages.

Inclusive newsroom and journalist with disability

What has been done

Nakypilo Radio has introduced the practice of inclusive editorial work, which is based on equality, trust in professionalism, and the full engagement of journalists with disabilities in content creation. One such example is the work of Volodymyr Noskov, a journalist and an author of radio programs, who has been working in Ukrainian media for over ten years despite complete loss of vision. For the past three years, he has been one of the voices of Nakypilo radio, where he creates his own programs, hosts live broadcasts, and conducts interviews, often focusing on human stories and accessibility issues.

The newsroom did not just adapt working conditions but also provided the journalist with broad discretion, granting him the ability to come up with the topics, tone of the conversation, and editorial content. Volodymyr Noskov’s own experience allows him to talk about barriers not as an outside observer, but from the inside — without stereotypes and regret, but with dignity and respect. The newsroom emphasizes that he insists on equal professional treatment and demands, not expecting any preferential treatment but simultaneously reminding the team of the importance of empathy and respect.

The presence of a blind journalist reinforced tolerance and empathy within the entire team. His colleagues note his professional strength, ability to work with the most complex topics, and charisma, which contributes to team spirit in the newsroom. In addition, Volodymyr Noskov tests Nakypilo’s materials and services for accessibility, helping the media outlet improve its practices.

A special example of this work was a public case when the journalist pointed out a low-quality service for people with low vision. This situation resulted in a broader public discussion on systemic accessibility issues. The media viewed it not as a personal conflict but rather as an important signal about real difficulties faced by people with disabilities.

Nakypilo’s approach in this practice is based on several key principles: a journalist with a disability is viewed as a full team member, not a “special case”; the author’s personal experience strengthens the materials instead of limiting the content; stories about barriers serve to form empathy and understanding among the audience rather than pity. This case demonstrates that inclusion in the media is not only a matter of access; it is primarily about trust in professionalism and creating equal conditions for a journalist to influence content and public conversation.

Veteran Voice and Media Literacy as a Component of Community Resilience

What has been done

The Hromada. Group local media network practices creating separate editorial spaces for authors who are also veterans. For instance, the newsroom started a special blog for a veteran of the Russia-Ukraine war, writer Mykhailo Filonenko, who was seriously injured in combat in the Kharkiv oblast and lost his hands and partly his eyesight. The author thus obtained his own information platform, where he fulfills his creative ideas, publishing materials about Ukrainian folklore, memory, and the connection between generations through traditional images.

In addition, Hromada. Group carries out systematic work with future journalists and young university students. The media network serves as a platform for media students to acquire practical experience, including those from S. Kuznets Kharkiv National Economic University and the Kharkiv Culture Academy.

The newsroom points out they are interested in engaging young journalists more, but they were forced to let go of some young professionals due to the loss of funding from USAID. At the same time, the team has plans to expand the network and create new offices in communities if funding resumes or new funding opportunities arise.

The newsroom also engages in combating disinformation and attempts of the Russian special services to recruit young people. This is done both through analytical journalistic materials and through editors’ participation in thematic trainings. In July and August 2025, Hromada. Group representatives participated as speakers in joint Ukrainian-Lithuanian workshops dedicated to combating the recruitment of young people by Russian special services. These events were aimed at young Lithuanians and Ukrainians and were attended by journalists, civil society organizations, and educators from the Krasnokutska community of the Kharkiv region. Like Ukraine, Lithuania sees attempts to recruit young people, both locals and Ukrainian immigrants, for subversive activities.

Inclusive Newsroom Culture

What Has Been Done

The newsroom of Grechka has a gender policy, as well as a diversity and inclusion policy, which are featured on the website in the Editorial Policy section. The team began using feminine forms of nouns in their content even before these changes were officially introduced in the Ukrainian spelling rules in 2019.

The media outlet provides corporate support for parenthood. Among other things, employees can work remotely and on flexible schedules, adapted to individual needs. This approach allows combining professional activities with childcare, particularly during the parental leave. Additional vacation days are provided for colleagues with young children, and work schedules are adjusted to take into account family circumstances — for example, some employees have the opportunity to start and finish their work day earlier.

The newsroom also took care of the team’s technical ability to work from home when necessary. Employees were provided with the necessary equipment, including power stations, power banks, and laptops. Women constitute the majority of the Grechka team.

At the same time, the newsroom points out they have initiatives that they have not yet been able to implement due to limited resources. These include introducing medical insurance for journalists, which would enable them to take care of their health systematically, have regular checkups and respond to problems if any arise. The newsroom would also like to offer access to sports classes, a swimming pool, massages, or other recovery practices, but due to prices growing during the war, the implementation of such initiatives would require more funding.

Inclusiveness and Accessibility as Part of Internal Editorial Policies

What Has Been Done

The editorial team of Trybuna.Sumy has implemented internal policies and practices in the following spheres: non-discrimination, parenthood support, flexible schedules.

In addition, in 2025, the editorial team introduced an inclusive version of the website with personalized accessibility settings for readers. Available features include:

  • changing font and cursor size;
  • adjusting the interletter spacing and line height;
  • black and white mode;
  • brightness adjustment;
  • color inversion;
  • hiding images;
  • stopping animation;
  • reading line and mask;
  • link highlighting.

Trybuna.Sumy has become the first regional media outlet to introduce this range of accessibility functions on its website.

In addition, since 2024, the About section on the website features the editorial policy including the principles of equality and non-discrimination.

How It Was Implemented

The team combined internal policies with technical solutions aimed at improving content accessibility for a wider audience. The inclusive version of the website is designed as a tool allowing the users to customize the way they consume information in line with their needs.

Impact

Introducing an inclusive version of the website has made the content more accessible to people with different needs, solidifying the position of the newsroom as a leader in inclusive solutions among regional media. The public editorial policy has increased the transparency and of the media outlet, highlighting that its activity is deeply rooted in values.

The editorial team continues testing the inclusive version of the website. The team is also looking into offering machine translation of website materials into different languages.

How Other Media Can Follow:

  • Combine internal equality policies with practical technical solutions.
  • Consider website accessibility as a basic standard, not an additional option.
  • Publicly record the principles of non-discrimination and equality in editorial policies.
  • Start implementing inclusion with specific, measurable steps.

Hromadske Radio: Implementing Equality, Inclusion, and Accessibility Policies in Editorial Work

What Has Been Done

Hromadske Radio has adopted a Policy on Accessibility, Equality and the Rights of People with Disabilities.

The document sets out principles of non-discrimination, inclusive coverage of disability-related issues, and accessibility of media content. The Policy provides recommendations on respectful and appropriate language, the representation of people with disabilities, digital and information accessibility, moderation, as well as creating inclusive working conditions and editorial processes.

It also includes specific tools such as alternative text for images, subtitles, transcripts, accessible meeting formats, reasonable workplace accommodations, and regular monitoring of the representation of people with disabilities in media content. The editorial approach is based on human rights principles and applies to all content formats, in line with UNESCO recommendations set out in the Practical Manual on Disability Equality in the Media.

At the same time, the editorial team is finalizing an Editorial Policy on the Use of Artificial Intelligence, which will include provisions aimed at preventing technology-facilitated gender-based violence against women.

How It Was Implemented

The editorial team combines regulatory changes with practical steps. Among other things, they are implementing technical solutions to make the website of Hromadske Radio more accessible to people with disabilities.

Blind journalist Volodymyr Pyrih has been working on the newsfeed for over a year now. He writes news publications, selects illustrations, publishes materials, works with internal editorial software, audios, videos, and documents, and maintains communication with the other team members. His work demonstrates that inclusion is possible not by creating “special conditions” but by organizing work processes properly.

Impact 

The practice of engaging a journalist with a disability on equal terms reinforced the idea of equal opportunities in the media outlet, challenging stereotypes regarding professional limitations of people with disabilities.

Editorial policies and practices contribute to the formation of a more inclusive culture within the team, which also affects the quality and sensitivity of the content.

Challenges and Further Plans

Hromadske Radio strives to make content on all its platforms, including the website and social media pages, fully accessible to people with disabilities. This requires additional financial resources for developers, contemporary software, training, and payment for specialized services.

How Other Media Can Follow:

  • Enshrine the principles of equality and inclusion in internal policies and codes.
  • Combine regulatory documents with real changes in the organization of editorial workflow.
  • View accessibility as an issue of processes rather than “special conditions.”
  • Invest in the technical and organizational accessibility of the media content.

Formalizing the Principles of Gender Equality in the Editorial Policy

What Has Been Done

The Ukrainian Week online publication has been adhering to gender equality principles in its work for a long time: the newsroom was careful about delicate subjects, prevented stereotypes in its content, and consistently used the feminine forms of nouns in Ukrainian.

In September, the editorial office approved the Gender Equality Policy developed by Women in Media NGO with the Commission on Journalistic Ethics with the support of the OSCE. The document officially consolidated the approaches that previously existed at the level of editorial culture and practices.

How It Was Implemented

The editorial office considered the introduction of a formalized policy as a prerequisite for the development of a professional media culture. After its adoption, The Ukrainian Week became even more selective in terms of topics and voices featured in the publication. The team actively engages women journalists and opinion leaders in content creation and works on topics highlighting women’s stories and helping to overcome gender bias.

Special attention is given to internal working conditions: the newsroom understands the needs of employees who also do care work, for instance, care for their children or elderly parents, providing opportunities for remote work where possible.

Impact

Approval of a gender policy really made the editorial team more aware of its own standards and responsibility for its content. The document now serves as a guide for everyday editorial decisions, particularly when it comes to choosing topics, expert voices, and approaches to sensitive issues. The policy also became the foundation for further development of other internal rules and standards in the newsroom.

Challenges and Next Steps

The editorial team has identified several initiatives that it is planning to implement further on. First, these include training programs for the team, for which they are now seeking donor funding.

There is also a need to implement additional PTO and social insurance, but it is currently not feasible due to limited human and financial resources. The situation is further complicated by the fact that some of the journalists from the team are currently at war, which increases the remaining team’s workload.

In addition to the gender policy, the newsroom is working on other internal documents, particularly an AI use policy.

How Other Media Can Follow

  • Formalize gender equality values through editorial policies even if such practices already exist informally.
  • Combine content standards with concern for working conditions and the balance between work and care responsibilities.
  • Consider gender policy as a basis for further development of other ethical and professional editorial standards.