Over the past ten years, the emergence of labour unions within the video‑game sector has become a prominent discussion point, as an increasing number of employees look for safeguards against demanding work environments and managerial failings worldwide. In a relatively brief period, a sizable collection of game‑specific unions has been created, and these organisations have already shown tangible benefits for their members. For example, SAG‑AFTRA initiated a strike to obtain better compensation and protections against artificial‑intelligence misuse for voice actors in video games.
Workers at ZeniMax staged walk‑outs over disputes concerning remote‑work policies and outsourcing practices, while union‑coordinated 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 others. The momentum shows no signs of slowing, and learning how to collaborate effectively with unions is becoming a crucial skill for human‑resources teams in game studios.
In fact, the topic will be examined in depth at the upcoming HR Summit on October 1, underscoring a shift from a period when union conversations were virtually absent to a new reality where collective bargaining is increasingly normalised. "When Game Workers Unite launched eight years ago, there were barely any unions or game workers involved in union structures," explains Austin Kelmore, co‑founder of the IWGB Game Workers and Game Worker Solidarity. "Since then, employees across more than 130 distinct groups in over 15 countries have organised and secured real improvements in their workplaces.
The debate has moved from ‘Should the games industry unionise?’ to ‘Which group of workers will unionise next?’" Kelmore continues, "We are making our voices heard and achieving significant wins. Full unionisation of the industry is still a long‑term goal, but the progress we have made in such a short span is remarkable." Marc Rutschlé, a union representative for Solidaires Informatique at Ubisoft Paris, adds a French perspective: "Five years ago there were no unions represented on the Comité Social et Economique (the workers' council). Today, unions are present in almost every Ubisoft studio in France, and some locations host several unions simultaneously.
This is typical for a French company and signals that social dialogue at Ubisoft is maturing." He also warns, "Unfortunately, the broader French video‑game sector is in crisis. Many large studios are either bankrupt or initiating layoffs, and the outlook for the next one or two years remains uncertain." In Poland, the Gamedev Workers Union was established only two years ago as part of the nationwide grassroots organisation The Workers Initiative. Union member Artur Ganszyniec notes that the union is officially recognised in ten Polish studios, representing roughly half of its membership, while the remainder work for smaller developers.
"One of our biggest challenges is the legal framework governing trade unions in Poland – most legislation dates back to the 1980s and was designed for heavy industry, not for creative or remote work," Ganszyniec explains. "The laws also tend to favour employers, severely limiting union influence." Despite these obstacles, the Polish union has already provided crucial services: representing staff during layoffs, offering legal assistance, guiding members through complex Polish labour regulations, negotiating workplace policies, and creating an informal support network.
Kelmore summarises the range of achievements that unions worldwide have secured: four‑day work weeks, salary raises, hybrid and remote‑work options, AI usage safeguards, contractual bonuses, six‑hour workdays, and more. Unions have also helped curb mass layoffs, halt workplace harassment, and win multi‑million‑dollar settlements for mistreated employees. "My own manager tried to discipline me, and I successfully got the action dismissed," Kelmore recounts. "Together with colleagues we negotiated better redundancy terms for those laid off and for the staff who remained." Beyond material gains, Kelmore stresses the empowerment that collective action brings: "Workers learn they can drive change not only in their own studios but also in the wider world.
Once people experience the process of creating change, they rarely forget it, and that memory fuels further advocacy inside and outside the workplace." Unions have also forced companies to adjust their practices. Kelmore notes, "Early on, much of our casework involved teaching corporate leaders what the law actually requires and compelling them to comply. This forced studios to adopt proper disciplinary, grievance and redundancy procedures, accommodate disabilities and neurodiversity as mandated, and recognise that workers often know the law better than management." As unions grow stronger, they can exert pressure on top‑level executives. Kelmore cites a recent agreement between Microsoft’s CWA and 1,900 Blizzard employees, which secured hybrid work, AI protections, recall rights after layoffs, severance above industry norms and wage increases up to 34 percent.
Rutschlé highlights AI safeguards as a critical issue, 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. "Unions provide a counter‑narrative to corporate messaging. When HR tells you everything is fine, that is often far from the truth. Unions are the people you turn to when problems arise," he says.
Looking forward, unions still confront numerous hurdles, both universal and region‑specific. In Poland, Ganszyniec observes a shift from traditional employment contracts to a variety of civil‑law agreements. About 40 % of Polish developers now operate as "one‑person companies" supplying services to studios; they may earn slightly more but forfeit essential employee protections such as sick leave and notice periods. These arrangements often skirt legality, and proving violations in court is difficult, so the union focuses on education for both developers and studios.
He adds, "Historically, trade unions have never been popular in Poland, and many companies spend large sums on legal fees to sue unions and stall cooperation, which discourages workers from joining." Rutschlé points out that despite early victories, many game workers still fear retaliation from management. Kelmore notes that unions also battle misconceptions that organising is either inherently good or bad; in reality, unions are simply structures that can be shaped by the people within them. "Unions are containers for messy, complicated people.
Decisions can be irrational, mistakes happen, conflicts arise, and learning occurs. I support unions not because they are perfect, but because they amplify the value of everyday workers. They are always a work in progress," Kelmore asserts. With dozens of unions now active across the sector and more in development, representatives agree that coordinated action can dramatically improve worker protection.
Ganszyniec argues, "Legal and economic systems in any industry, including gamedev, heavily favour companies. Employees must organise to create a counterbalance." He continues, "Most of the tacit knowledge about how games are made resides with specialist developers. To preserve that expertise we need better working conditions, fair salaries, solutions for layoffs, platforms for sharing knowledge, and support networks that keep experienced talent in the industry and pass it on to juniors." Kelmore echoes this sentiment, noting that cross‑union knowledge sharing accelerates progress: "I have taken training from unions outside my own, exchanged detailed documents, and participated in worldwide conferences where unions from the US, Canada, France and the UK protest together.
Collaboration strengthens us all." Rutschlé concludes that whether acting alone or in partnership, unions that secure healthier workplaces ultimately benefit the entire industry. "Improved conditions reduce turnover, attract a more diverse talent pool beyond the stereotypical young white male engineer, and 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 and people professionals on how to engage constructively with trade unions.
Tickets are available through the event website.