Over the past ten years, the conversation surrounding labour representation in the video‑game sector has shifted from a niche curiosity to a central concern for many creators, programmers, artists, and support staff. Workers worldwide are increasingly turning to collective bargaining as a shield against demanding schedules, insufficient pay, and managerial practices that often overlook employee wellbeing. This surge in union activity has been striking both in its speed and its impact. Within a relatively brief period, a number of game‑specific unions have been established, and they have already demonstrated tangible benefits for their members.
For example, SAG‑AFTRA organized a strike that secured higher wages and safeguards against the misuse of artificial‑intelligence tools for voice‑over talent. At ZeniMax, employees staged walk‑outs to protest policies on remote work and the outsourcing of core functions. Similar demonstrations have taken place outside the headquarters of industry giants such as Rockstar Games, Activision, Ubisoft, Bethesda, Riot Games, and Build A Rocket Boy, among others. These actions illustrate a broader trend: collaboration with unions is becoming an essential component of modern game‑development workplaces, a theme that will be explored in depth at the upcoming HR Summit on October 1.
"When Game Workers Unite launched eight years ago, there were barely any unions or game‑workers in unions," explains Austin Kelmore, co‑founder of the IWGB Game Workers and Game Worker Solidarity. "Since then, more than 130 distinct groups across 15 countries have organised and secured concrete improvements in their workplaces. The debate has moved from ‘Should the games industry unionise?’ to ‘Which group of workers will unionise next?’" Kelmore adds that while the progress is impressive, the journey toward full union coverage in the industry is far from complete. "We are making our voices heard and winning big in the process.
We still have a long way to go to fully unionise the games industry, but we've made an incredible amount of progress in a relatively small amount of time." In France, union presence at Ubisoft Paris has grown markedly. Marc Rutschlé, a representative of Solidaires Informatique, notes that five years ago the French studios lacked any representation within the Comité Social et Economique (CSE). Today, unions are present in almost every French Ubisoft office, with several locations hosting multiple unions—a situation that reflects the standard French corporate landscape. Rutschlé warns, however, that the broader French gaming sector is under severe strain, with many major studios facing bankruptcy or large‑scale layoffs, making the near‑future outlook uncertain.
Poland offers another illustrative case. The Polish Gamedev Workers Union, founded just two years ago under the umbrella of the nationwide Workers Initiative, now has formal recognition in ten studios, while the remainder of its members work for smaller developers. Union member Artur Ganszyniec points out that the legal framework governing trade unions in Poland is antiquated, having been drafted in the 1980s for heavy‑industry contexts.
Consequently, the legislation favours employers and limits union influence, especially for creative and remote‑work environments. Despite these hurdles, the Polish union has already assisted employees during layoffs, provided legal counsel, navigated complex labour regulations, negotiated workplace policies, and created an informal support network for its members. Across the globe, game‑industry unions have secured a range of victories: four‑day workweeks, salary hikes, hybrid and fully remote arrangements, AI usage protections, contractual bonuses, six‑hour workdays, and more.
They have also helped curb layoffs, end harassment, and win multi‑million‑dollar settlements for mistreated staff. Kelmore recounts a personal experience in which his employer attempted disciplinary action against him, only for the union to successfully dismiss the claim.
He further describes collaborative efforts to obtain better redundancy terms for both departing and remaining employees. Beyond material gains, union members report an intangible but powerful shift in mindset.
"Once people experience the process of creating change, they will never forget it," Kelmore says. "That empowerment fuels further advocacy both inside and outside the workplace." Unions have also forced companies to confront legal obligations they previously ignored. Early casework often involved educating corporate leaders about labour law, compelling them to adopt proper disciplinary, grievance, and redundancy procedures, and to accommodate disabled and neurodiverse staff as required by law. As unions grow stronger, they can apply pressure at the highest levels.
For instance, Microsoft recently agreed to a contract with 1,900 Blizzard workers that includes hybrid work options, AI protections, recall rights in the event of layoffs, severance above industry norms, and wage increases of up to 34%. Rutschlé highlights AI protections as a critical battleground, describing artificial intelligence as "the biggest enemy of video games right now" because of both creative concerns and the massive investment influx that threatens studio stability. He argues that unions provide a counter‑narrative to corporate messaging that often paints everything as fine, offering a realistic voice when problems arise.
Looking ahead, numerous challenges remain. In Poland, the rise of civil‑contract arrangements—where developers operate as one‑person companies rather than employees—has eroded traditional labour protections such as paid sick leave and notice periods. While these contracts may yield slightly higher earnings, they skirt legal boundaries and leave workers vulnerable. Ganszyniec notes that proving illegality in court is difficult, so the union focuses on education for both developers and studios about the long‑term risks.
Historical scepticism toward trade unions in Poland, coupled with aggressive legal tactics by some companies—who spend significant sums on lawsuits to stall union cooperation—has also hampered recruitment. Moreover, fear of retaliation persists across the industry; many workers worry that speaking out could jeopardise their careers. Kelmore observes that misconceptions about unionisation—whether it is inherently good or bad—still circulate.
He frames unions as "an organisational container filled with people; people are messy and complicated. Unions are what we make of them and they are always a work in progress." With a growing network of unions spanning continents, representatives argue that collaboration across borders amplifies impact. Kelmore cites cross‑union training, shared documentation, and worldwide conferences that have enabled coordinated actions, such as protests outside Take‑Two offices in the United States by workers supporting colleagues in the United Kingdom.
Such solidarity, he believes, accelerates progress for all members. Rutschlé concludes that healthier working conditions—whether achieved through solitary union efforts or joint campaigns—benefit the entire industry.
Reduced turnover, broader demographic participation beyond the traditional young, cis‑male engineer profile, and the retention of seasoned talent all contribute to higher‑quality games. The GamesIndustry.biz HR Summit, returning to London on October 1 with a focus on People & Leadership, will feature two dedicated sessions offering guidance and best practices for HR professionals seeking productive engagement with trade unions.
Tickets are available through the event’s website.