Over the last ten years, the emergence of trade unions within the video‑game sector has moved from a niche curiosity to a headline‑making phenomenon. As developers, artists, writers and support staff confront demanding schedules, unpredictable management practices and increasingly complex technological challenges, many are turning to collective bargaining as a safeguard for their rights.
In a relatively brief span, a surprising number of game‑specific unions have been founded, and they have already shown tangible benefits for their members. For example, SAG‑AFTRA initiated a strike to demand higher compensation and safeguards against AI‑generated voice work for video‑game actors. Employees at ZeniMax staged a walk‑out over disputes concerning remote‑work policies and outsourcing decisions. Similarly, union‑organised demonstrations have taken place outside the headquarters of major developers such as Rockstar Games, Activision, Ubisoft, Bethesda, Riot Games and Build A Rocket Boy, among others.
The momentum shows no sign of waning, and collaborating effectively with unions is becoming a core competency for HR teams in the industry. This very topic will be examined in depth at the upcoming HR Summit on 1 October, underscoring how the conversation has shifted from “Should games be unionised?” to “Which groups will unionise next?” “When Game Workers Unite launched eight years ago, there were virtually no unions or game‑workers in unions,” recalls Austin Kelmore, co‑founder of IWGB Game Workers and Game Worker Solidarity.
“Today, more than 130 distinct groups across fifteen countries have organised and secured real workplace improvements. The debate has moved from theory to practice.” Kelmore adds that while the progress is impressive, the industry is far from fully unionised. “We have achieved a lot in a short time, but there is still a long road ahead.” In France, Ubisoft Paris union representative Marc Rutschlé notes a rapid evolution: “Five years ago there were no unions on the Comité Social et Economique. Now almost every French Ubisoft studio has union representation, often with several unions operating side by side.
This is typical for a French company and signals a maturing social dialogue.” He also warns that the broader French games sector is in crisis, with many studios facing bankruptcy or looming layoffs, making the next one‑to‑two years highly uncertain. Poland’s experience offers another perspective.
The Polish Gamedev Workers Union, founded two years ago under the umbrella of The Workers Initiative, now has formal recognition in ten studios, representing roughly half of its members, while the remainder work for smaller outfits. Union member Artur Ganszyniec explains that the legal framework is outdated, crafted in the 1980s for heavy industry, and heavily biased toward employers.
“The laws limit union influence and fail to reflect the realities of creative, often remote, work,” he says. Despite these obstacles, the Polish union has already provided lay‑off representation, legal assistance, guidance through complex labour regulations, negotiated workplace standards and created an informal support network for members. Across the globe, unions have secured a range of gains: four‑day workweeks, salary hikes, hybrid and remote‑work options, AI usage protections, contractual bonuses, six‑hour days and more.
They have also helped reduce lay‑offs, curb harassment and win multi‑million‑dollar settlements for mistreated staff. Kelmore recounts a personal victory where his employer’s disciplinary action was dismissed after union intervention, and he helped negotiate better redundancy terms for colleagues. Beyond material benefits, union involvement has taught workers that collective action can reshape both their immediate environment and broader industry norms.
“Once people experience the power of organised change, they never forget it,” Kelmore observes, noting that this empowerment fuels advocacy both inside and outside the workplace. Unions have also forced companies to confront legal realities.
Early casework often involved educating executives about labour law, compelling them to adopt proper disciplinary, grievance and redundancy procedures, accommodate disabilities and neurodiversity, and recognise that workers often possess superior legal knowledge. As unions grow, they can apply pressure from the top down. For instance, Microsoft recently agreed to a contract with 1,900 Blizzard employees that includes hybrid work, AI safeguards, recall rights, above‑industry severance and up to 34 % wage increases, after pressure from the Communication Workers of America. Rutschlé highlights AI protections as a critical battleground, calling AI “the biggest enemy of video games right now” because of both creative concerns and the influx of investment that threatens studio stability.
He argues that unions provide a necessary counter‑narrative to corporate messaging that often downplays workplace issues. Looking forward, several challenges remain. In Poland, the rise of civil‑contract arrangements—where developers register as one‑person companies to earn slightly more—erodes employee protections such as sick leave and notice periods.
Ganszyniec warns that many of these contracts skirt legality, but proving violations in court is difficult, so education is key. Additionally, historical scepticism toward unions and costly legal battles from anti‑union firms hinder membership growth. Rutschlé notes that fear of retaliation still deters many game workers from joining unions, while Kelmore points out persistent misconceptions that unionisation is inherently good or bad, when in reality it is a tool that can be shaped by its members.
“Unions are messy, human organisations,” he says. “I support them not because they are perfect, but because they amplify the voice of everyday workers.” With unions now established across many regions and more forming, representatives agree that collaboration amplifies impact. Sharing knowledge, training materials and strategies across borders accelerates victories.
Kelmore cites joint protests, worldwide conferences and cross‑union training as examples of this solidarity in action. Rutschlé concludes that healthier working conditions—whether achieved through a single union or a coalition—benefit the entire industry. Reduced turnover, broader demographic participation and retention of seasoned talent all contribute to higher‑quality games. The GamesIndustry.biz HR Summit in London on 1 October will feature two dedicated sessions on how HR professionals can engage constructively with trade unions, offering practical guidance for a rapidly evolving workplace landscape.