Over the past ten years, the emergence of labour unions within the video‑game sector has moved from a niche curiosity to a central issue, as an increasing number of developers, artists, writers and other staff seek safeguards against demanding schedules, inadequate pay and opaque management practices worldwide. This momentum has produced a surprising number of game‑specific unions in a relatively short span, and these organisations have already demonstrated tangible benefits for their members. For instance, SAG‑AFTRA initiated a strike to obtain higher wages and explicit protections against the misuse of artificial‑intelligence tools for voice‑over work in games.
At ZeniMax, employees staged walk‑outs to contest policies on remote work and the outsourcing of core development tasks. Similar union‑led demonstrations have taken place outside the headquarters of major studios such as Rockstar Games, Activision, Ubisoft, Bethesda, Riot Games and Build A Rocket Boy, among many others.
These actions illustrate a broader trend: collaborating with unions is becoming an essential part of operating a modern game studio, a topic that will be examined in depth at the upcoming HR Summit on October 1. "When Game Workers Unite was founded eight years ago, unions in our industry were virtually nonexistent," explains Austin Kelmore, co‑founder of the IWGB Game Workers and Game Worker Solidarity.
"Today, more than 130 distinct groups across fifteen countries have organised and secured concrete improvements. The conversation has shifted from ‘Should the games industry unionise?’ to ‘Which group of workers will unionise next?’" Kelmore adds that while the progress is impressive, full unionisation of the sector remains a work in progress. "We are making our voices heard and winning big, but there is still a long road ahead to achieve comprehensive union coverage." In France, Marc Rutschlé, a representative of Solidaires Informatique at Ubisoft Paris, notes that union presence has grown dramatically in the country’s Ubisoft studios.
"Five years ago there were no unions represented on the Comité Social et Economique. Now almost every French Ubisoft office has at least one union, and some sites host several. This reflects a mature social dialogue that is typical for French companies." Rutschlé also warns that the wider French game‑development landscape is under severe strain.
"Many major studios are either bankrupt or planning layoffs, and the outlook for the next one or two years is uncertain." Poland offers another illustrative case. The Polish Gamedev Workers Union, launched two years ago under the umbrella of the nationwide grassroots organisation The Workers Initiative, is officially recognised in ten Polish studios, while its remaining members work for smaller firms. Union member Artur Ganszyniec points out that the legal framework governing trade unions in Poland is outdated, having been drafted in the 1980s for heavy‑industry contexts. "The statutes favour employers and do not reflect the realities of creative or remote work," he says, highlighting the difficulty of enforcing collective‑bargaining rights.
Despite these obstacles, the Polish union has already provided legal assistance during layoffs, helped members navigate complex labour legislation, negotiated workplace standards and built an informal support network for its affiliates. Across the globe, game‑industry unions have secured a variety of wins: four‑day work weeks, salary hikes, hybrid‑remote arrangements, AI usage safeguards, performance bonuses, six‑hour workdays and more. They have also reduced the scale of layoffs, curbed harassment, and obtained multi‑million‑dollar settlements for mistreated staff. Kelmore recounts a personal victory in which a disciplinary action from his manager was dismissed after union intervention, and he collaborated with colleagues to negotiate better redundancy terms for those affected by layoffs.
Beyond material gains, union members report a profound shift in mindset. "Participating in collective action shows workers they can effect real change, both inside their studios and in the broader world.
Once you experience that power, you never forget it, and it fuels further advocacy," Kelmore observes. Unions are also reshaping employer behaviour.
Early casework often involved educating studio executives about their legal obligations, forcing them to adopt proper disciplinary, grievance and redundancy procedures, accommodate disability and neurodiversity requirements, and recognise that workers frequently possess a deeper understanding of labour law than management does. As unions grow, they can apply pressure from the top down, demanding not only better conditions but also preventing harmful practices. A recent example is Microsoft’s agreement with the Communication Workers of America (CWA) for roughly 1,900 Blizzard employees, which includes hybrid‑work options, AI protections, recall rights after layoffs, severance above industry norms and wage increases of up to 34 %.
Such outcomes illustrate that executives are learning that a more empowered workforce translates into greater concessions if they wish to maintain productivity. Rutschlé stresses that AI protections are a critical battleground, describing AI as "the biggest enemy of video games right now" because rapid investment in the technology threatens studio stability and fuels closures. He argues that unions provide a necessary counter‑narrative to corporate messaging that often downplays workplace problems.
Looking forward, several challenges persist. In Poland, the rise of civil‑contract arrangements—where developers operate as one‑person companies rather than employees—undermines statutory protections such as sick leave and notice periods. Ganszyniec warns that while these contracts may yield slightly higher pay, they skirt legality and leave workers vulnerable, a situation that is difficult to contest in court.
Moreover, historical scepticism toward trade unions in Poland, combined with costly legal attacks from anti‑union firms, hampers recruitment. Rutschlé notes that fear of retaliation remains a barrier for many game workers, even after early victories.
Kelmore adds that misconceptions about unionisation—whether it is inherently good or bad—still need to be addressed. Despite these obstacles, union representatives agree that collective organisation is essential to counterbalance an industry that traditionally favours corporate interests. Ganszyniec emphasizes that the specialised knowledge held by developers is a valuable asset that must be protected through fair wages, stable conditions, layoff mitigation strategies and knowledge‑sharing platforms.
Kelmore highlights the importance of cross‑border collaboration: "Unions exchange training, documentation and tactics, host international conferences and organise joint protests. Workers in the US, Canada and France have demonstrated outside Take‑Two on behalf of colleagues in the UK. This solidarity amplifies our impact." Rutschlé concludes that healthier working environments—whether achieved through solo union efforts or coordinated campaigns—benefit the entire industry.
"Better conditions reduce turnover, attract a more diverse talent pool beyond the stereotypical young white male engineer, and ultimately lead to richer, more innovative games," he says. 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.