'When companies stay silent during crisis but light up in rainbows every June, it rings hollow,' warns Canadian academic as Air Canada launches Pride flight
Air Canada recently launched its first-ever flight with an all-2SLGBTQIA+ crew, calling the milestone "a heartfelt celebration reflecting our unwavering commitment to inclusivity and equality, in the air and on the ground."
The public reception was largely celebratory, and the company’s social media posts garnered attention for the visibility they gave to 2SLGBTQIA+ employees.
But visibility alone is not the same as inclusion. According to Daniel James Quintal-Curcic, postdoctoral fellow at the Schulich School of Business at York University, the current sociopolitical environment makes these conversations ever more urgent.
He also says now is the time for organizations to step their advocacy from internal policies to external, public-facing statements.
“People spend a huge part of their lives at work. No one should have to go back in the closet just to feel safe and seen at work,” he says.
“If someone can’t be their true self at work, it affects their happiness, productivity, and loyalty."
What’s different about this moment is the broader sociopolitical climate, says Quiintal-Curcic.
“We’re seeing an alarming increase in anti-LGBTQ+ events as part of a larger movement of intolerance. In this environment, when companies stay silent during crisis but light up in rainbows every June, it rings hollow … stakeholders are people, they are your customers and employees… they notice, and they question the authenticity and sincerity of those actions."
Symbolism vs. systemic change for 2SLGBTQIA+ workers
While Air Canada's flight offered a symbolic show of support and an inspiring story, which Quintal-Curcic admits has value, he points out that such campaigns also raise questions about internal conditions.
"Air Canada made a bold, public statement by flying a Pride-themed aircraft and hosting celebratory events, signaling external solidarity,” he says.
“But questions remain – what’s happening internally? Are LGBTQ+ employees thriving? Do they feel seen, supported, and protected?"
Surface-level initiatives can do more harm than good if they are not supported by systemic equity practices, Quintal-Curcic explains – for employee well-being and the organization’s reputation.
"Symbolic support without institutional follow-through can backfire, especially when the LGBTQ+ community is facing scrutiny. External allyship must be matched with internal systems,” he says, such as benefits, leadership representation, ERGs, and policies.
Harms can go beyond reputational and create real threats to the safety of 2SLGBTQIA+ employees, Quintal-Curcic adds, as showy campaigns can unintentionally make them the targets of negative pushback and even threats.
"If organizations ignore these systemic issues and then spotlight a single initiative like a Pride campaign, it can unintentionally redirect anger and resentment toward the LGBTQ+ community, essentially scapegoating them for broader organizational shortcomings,” he says.
“That’s not only unfair, it’s dangerous. Companies need to take responsibility for the full picture of employee wellbeing.”
Our first all-2SLGBTQIA+ flight was a heartfelt celebration reflecting our unwavering commitment to inclusivity and equality, in the air and on the ground. pic.twitter.com/OZ2Ic8ob5K
— Air Canada (@AirCanada) June 2, 2025
Barriers to meaningful inclusion
When asked why some companies struggle to move beyond lip service, Quintal-Curcic points to inertia and fear.
"Because it’s easier. Slapping on a rainbow logo is low risk. True inclusion work takes courage and resources,” he says.
“You have to train managers, confront internal bias, rewrite policies, and listen deeply to marginalized voices. Many companies are afraid of doing it ‘wrong’ but that fear often leads to inaction.”
As Quintal-Curcic explains, the consequences of failing to act are tangible and exponential, creating a ripple effect that permeates an organization, including performance metrics and bottom lines.
"Superficial engagement invites backlash,” he explains.
“Legally, companies may face discrimination claims if they publicly support LGBTQ+ rights but fail to protect employees. Culturally, they risk breeding internal cynicism and eroding trust. Reputationally, the disconnect is damaging, especially now, when performative allyship is being called out by employees … companies need to match external support with internal integrity. Otherwise, their silence in moments of crisis will speak louder than their Pride campaigns."
Photo: Daniel James Quintal-Curcic, Schulich School of Business, York University
What real ‘Pride’ support looks like
Moving beyond Pride-centred initiatives, Quintal-Curcic stresses that to be truly impactful to the employees they are purporting to help, internal practices need to be year-round, structural, and culturally embedded.
This can include gender-affirming health care as a benefits option, providing safe physical spaces such as gender-neutral restrooms, and ERGs that with “actual influence.”
“Invest in structural changes,” he says.
“Proactive policies signal care, not just for LGBTQ+ folks but for anyone who sits outside the ‘default.’ These efforts ripple outwards, inclusive environments improve retention, satisfaction, and innovation … we are all different, so it really is just implementing more humanity in organizational practices, which benefits everyone because, well, we are all human."
Policy alone is not enough for authentic inclusion, he adds. For example, transparent promotion processes, inclusive hiring, and tracking data through qualitative feedback from LGBTQIA2S+ employees are essential parts of the picture.
"But, most importantly, inclusion has to be felt, not just written down. Policies must be implemented in a way that truly supports lived experience,” he says.
“These policies benefit more than LGBTQ+ staff, they support everyone who needs flexibility or faces systemic barriers — from caregivers to culturally diverse employees."
Leadership, messaging and planning next year’s Pride
Leadership buy-in is essential to making Pride efforts meaningful, Quintal-Curcic explains, and the current environment makes this the perfect moment for organizations to really show where their values lie.
“Effective allyship includes proactive inclusion but also showing support when there's times of need, so being reactive as well,” he says.
“For instance, if an organization much like Air Canada is showing up in June, well, great. ‘Where were you [during] the anti-trans rally last year?’ or ‘Where were you when Trump is taking away rights and privileges for gender-diverse individuals?’ That's sort of the thing. You need to be advocating for these individuals.”
As for those planning their Pride campaigns for next year, his message is clear: start with what you have now, and work from there – with a focus on leadership.
“Real change starts at the top. Leadership sets the tone and that trickles down into policies, practices, and the overall climate of inclusion, directly shaping the social fabric of organizations,” says Quintal-Curcic.
Pride isn’t a marketing event, it’s a moment to reflect, recommit, and act, he says.
“Before launching your next campaign, ask ‘What have we done this year to make our workplace truly inclusive? How have we shown up during times of crisis, not just celebration? And are our policies, culture, and leadership truly aligned?’ Get those answers first, then celebrate with integrity. Pride done right isn’t just visible, it’s valuable to everyone it touches."
