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QR codes and distinction

The current corona policy affects us all. The ‘QR society’ that is being set up in a certain sense ensures the exclusion of groups of people, for example on the basis of vaccination status. This distinction is not only morally reprehensible but also hardly scientifically substantiated.

Vaccinations soon no longer have a relevant effect on the spread of the current variants of the coronavirus. This means that both ‘vaccinated’ and ‘unvaccinated’ ultimately contribute equally to this. Any justification for setting up a QR or, for example, 2G carrier will lapse.

National and international employers are also always on the eve of the imposition of restrictive measures. Initially, these restrictions only affect unvaccinated colleagues, for example with the roll-out of 2G policy. However, not only unvaccinated colleagues will be affected. Also owners of a QR code will probably be asked to take another vaccination and, as it were, be given the choice to exclude their unvaccinated colleague.

The Netherlands now regularly goes into partial lockdown to increase the willingness to vaccinate. The Aviation Collective will support all colleagues, unions or companies that cannot or can no longer support this policy. Vaccinated and unvaccinated, now is the time to join forces again the old-fashioned way.

It is no longer a question of who is allowed in or not, it is now a matter of choosing whether to leave the other out in the cold.

"Both vaccinated and unvaccinated can be equally contagious. Policies based on that distinction are not legitimate."

Crew restrictions

Some employers ask groups of employees to voluntarily indicate whether or not they are (fully) vaccinated. This sometimes gives these employees a restriction or they receive a modified work instruction. We would like to inform them again about this way of registering employability.

The alleged goal of employers is to know the scheduleability of employees. That is not a health or protection goal, but a goal in the context of scheduling and logical in its own right, for business reasons. From the perspective of employers, individual data may be deemed necessary to, for example, create work schedules.

However, employers are not free to register these health data on an individual level, if this can be traced back to the individual employee. For example, whether or not a person has been vaccinated is personal data about a person’s medical status as referred to in the GDPR. The processing of this health data by employers is not permitted, unless there is an explicit basis for the processing. There is currently no such legal basis.

Taking note of an employee’s personal medical status and assigning him or her an individually adapted work schedule on those grounds is not legitimate if there is an obvious connection between specific tasks or schedule and a restriction. Given the nature of the request, it can be a simple conclusion for the operational planner or manager to link the deployability to a personal medical data.

However, the employer can, for example, add a vaccination status as ‘unknown’ to the palette, in order to temporarily deploy the associated group of employees on a different part of its network or task package from the point of view of planability. In this way it is unclear in the implementation whether this status relates to a certain individual item or whether the vaccination status is simply ‘unknown’ or ‘ unwanted to share ‘. However, the outcome of this is the same for both parties in an operational sense, namely a ‘restriction’.

We remain sympathetic, cooperative and in dialogue with the relevant parties in this regard.

"Employees are fully deployable. Employers make their employees more 'plannable'. The consequences of this belong to the employer."

Company policy

Employers are currently caught in a web of measures. Shareholders, owners and investors expect returns and banks, for example, want a certain form of security before issuing loans. These economic and other agendas, whether political or not, mean that the rights of employees now and then seem to be trampled underfoot.

Especially when aviation is in dire straits, pressure on employees under the guise of generating income increases. If things go well, employees are allowed to share in this, but when things go less, employees as a group are easy prey. We see that happening now. This can sometimes be called ‘dehumanizing’: for every employee, after all, ten others. If 2, 3 or any other G is then used as a selective means for access to work and income, then there is coercion. That can no longer be denied.

The Aviation Collective continues to fight for equal treatment for all people and all colleagues. Our core values are precisely the protection of physical integrity, the prevention of the moral loss of norms and values in terms of employment conditions and, at the end of the day, job and income retention within an inclusive working environment, free from any coercion or pressure. In short: make no distinction.

"Economic interests can have a 'dehumanizing' effect. It is not the employee that is important, but the completed job."

Goals of our collective

Because we serve a common goal with a flourishing aviation sector again in the near future, we would like to state that we form one world. On the contrary, we want to cooperate to prevent any form of discrimination: what color uniform or overall you wear, what number of stripes on your sleeve or shoulder, whether you test or not, whether you do or not (once again ) want to vaccinate. We don’t participate in ‘divide and conquer’, that is already done enough in the world and we see where that leads.

What the Aviation Collective stands for is the reverse of that ‘divide and conquer’ tactic. This is reflected in the ‘connecting’ part of our slogan: inform, communicate, connect. The current policy promotes distinction and we see this reflected in the workplace. Employees are confronted with measures and adapted working methods, for example in the field of scheduling.

If you make a distinction, you create discord. In this unrest some people actually make money, there are always privateers on the coast. For employers, this period sometimes appears to be an opportunity to structurally adjust employment conditions, for example, under the guise of compliance with imposed conditions. Choices must then be made in the field of loyalty.

Due to current employment contracts, there is then a rapid influence: the employees in aviation are simply very loyal, often with long-term contracts. Employers can therefore ask a lot and the non-loyalists are simply presented as an obstacle, while they are trying to protect their working conditions or even fundamental rights.

"Division in a group can increase the willingness to conform to policy and thus peace or security. The question is in whose favor that is."


The Aviation Collective is trying to find the connection. Distinguishing is then out of the question, the common goal is what can connect us. Just like in operating theatres, for example, collaboration is of the utmost importance in aviation. Current policy promotes polarization. We want to turn that around: we have to do it together, after all, that was the approach: together against corona.

Our managers and directors are people like you and me. They, too, will have to adversarial and reflect, have to look at themselves in the mirror. What are they assigned to and what core values do they possess? In that respect, this is a period of showing color.

We keep our gaze forward and continue to champion realism, ratio and factual statistics. That’s what we’re going for! We would also like to express our thanks to all friends of the foundation, mostly employees in the aviation sector. We are still growing every day. Everyone stay active, speak up, support each other. Let your boss, your manager or your union hear from you personally! Who writes, stays.

We would like to ask everyone to make a monetary contribution or donation . We will need these very badly in order to be able to continue to obtain decisive advice. Together we are strong and we can continue to stand up for our common interests.

To inform. To communicate. To connect.