New York Times adds menstrual products to men's bathrooms sparking outrage
- The New York Times began adding menstrual products to men's bathrooms to support transgender and non-binary colleagues.
- The initiative included removing gendered imagery and allowing employees to use the restroom they feel most comfortable in.
- These efforts reflect ongoing discussions about workplace inclusivity, despite facing internal challenges and employee dissent.
In New York City, during the summer of 2024, The New York Times implemented a policy to place menstrual products in men's restrooms at its Manhattan office. This initiative, which began from July 26 to July 29, was part of a broader effort to accommodate transgender and non-binary employees. The company also aimed to create a more inclusive environment by removing gender-specific imagery and encouraging employees to use whichever restroom they felt most comfortable in. A report indicated that 1 percent of the workforce at the New York Times identifies as nonbinary, a category that includes individuals who may be transgender or those who do not align themselves with the traditional binary gender identification. Although this percentage is minor, the company has noted a gradual increase in nonbinary representation among its staff, which reflects ongoing trends in workplaces across various industries promoting inclusivity. The push for inclusion, however, has faced challenges. Some employees have expressed dissatisfaction with how the Times has handled contentious social issues, indicating a divide in perspectives on how the media should represent and cover these subjects. Staff protests have erupted over editorial decisions, particularly regarding coverage of politically sensitive topics. As societal attitudes continue to evolve, so does the conversation around gender identity and workplace inclusivity. By taking steps such as providing menstrual products in men’s restrooms, The New York Times is making a statement about the importance of supporting all employees. Nevertheless, the publication must balance internal feedback and organizational policies while managing the scrutiny it faces from both its employees and the public at large.