Beyond Borders: Should Canadian Companies Rethink Employee Travel to the U.S.?

This is the first installment of Beyond Borders, a four-part series exploring the emerging challenges and opportunities of business travel for queer and trans employees amid rising polarization. Originally posted on LinkedIn.

For many Canadian employers, cross-border travel is a business necessity. But as new U.S. policies heighten risks for trans and nonbinary workers, companies must grapple with a difficult question: how to balance employee safety with operational needs in an increasingly polarized climate. With hostility toward trans communities on the rise, Canadian organizations are being forced to reconsider the implications of sending employees across the border.

For some, the decision is simple: just don’t go. A handful of Canadian organizations have already announced they will no longer send employees to the U.S., citing safety concerns. The reality is far more complicated, and not just because some employers don’t have the option to opt out of U.S. travel.

What’s at Stake?

International business travel is a critical step in many professional paths. It can open doors to promotions, mentorships, and new networks. When employees are excluded, even when it’s out of concern for their safety, the consequence is a widening gap in access to opportunity.

This is especially troubling given existing income disparities that already disadvantage 2SLGBTQIA+ professionals. Research from Pride at Work Canada, in collaboration with the Social Research and Demonstration Corporation (SRDC), and other partners, has exposed significant economic, health, and social inequities, including persistent wage gaps that disproportionately affect trans, nonbinary, and bisexual workers. You can explore the full findings here.

Is it Really Dangerous?

Yes. Concerns about traveling to the U.S. are absolutely warranted. In recent years, anti-LGBTQ+ rhetoric in the U.S. has escalated into shocking and dangerous policy shifts. Federal executive orders targeting gender, healthcare, and legal recognition means that employees face real risks when crossing the border.

In fact, immigration lawyer Adrienne Smith recounted in an interview with Toronto Life that trans Americans are increasingly looking to flee the U.S. due to fear for their safety. Since Donald Trump’s second-term election, Smith has been inundated with inquiries from trans people and their families seeking refuge in Canada, citing concerns about losing access to healthcare and basic legal protections. You can read the full interview with Smith here.

This leaves Canadian employers in a difficult position. How do you prioritize safety without disproportionately limiting opportunities for the very employees that need support in order to advance?

What Should Employers Do?

Rather than blanket travel bans, organizations should implement a structured, risk-informed approach to travel policies that upholds human rights principles and mitigates potential risks for employees.

Inclusive Travel Policies: Ensure corporate travel policies explicitly address human rights considerations, particularly regarding gender identity and expression. Policies should outline how the company will support employees whose identification documents may not align with legal or social norms in certain jurisdictions.

Equitable Travel Assignments: All employees should have equal access to professional development and travel opportunities. Establish a structured opt-out mechanism that allows individuals to decline travel assignments based on personal risk assessments, without penalty or career repercussions.

Comprehensive Risk Assessments: Provide employees with accurate, up-to-date intelligence on legal, political, and safety risks associated with travel. Risk assessments should cover all jurisdictional levels and be integrated into existing duty-of-care frameworks.

Robust Support Protocols: Clearly define emergency response measures, including legal assistance, medical support, and direct points of contact, ensuring employees have the resources they need to navigate challenges while traveling.

Final Takeaway

The risks of U.S. travel in 2025 are real, but avoiding them entirely isn’t a feasible solution for every employer. Instead of imposing restrictions on where certain employees can and cannot go, Canadian companies should focus on equipping their teams with the knowledge and resources to make informed decisions.

Employee travel isn’t just a safety issue. It’s a question of values, optics, and economic impact. Major queer events in 2025, like WorldPride in Washington, D.C., and the Out & Equal Workplace Summit in Seattle, have long attracted Canadian corporate leaders. But as “buy Canadian” sentiment gains traction in response to Trump’s proposed tariffs, some fear that sending employees to the U.S. could be perceived as undermining domestic priorities. As businesses grapple with these complexities, one question looms large: should companies go beyond policy adjustments and explore full-scale travel boycotts?

Next in the series: Are travel boycotts an effective form of corporate activism? Stay tuned for the next article in the Beyond Borders series, which will be published on Tuesday, March 4, 2025.