Over the last ten years, the emergence of trade unions within the video‑game sector has moved from a fringe curiosity to a central conversation. As developers, artists, writers and support staff confront demanding schedules, precarious contracts and managerial indifference, an increasing number of them are turning to collective representation to safeguard their rights. In a remarkably short span, a host of game‑specific unions have been founded, and they have already shown tangible benefits for their members.

For example, SAG‑AFTRA organised a strike that secured higher wages and explicit AI‑usage protections for voice talent working on games. Employees at ZeniMax staged a walk‑out to protest policies on remote work and outsourcing, while coordinated protests have taken place outside the headquarters of major studios such as Rockstar Games, Activision, Ubisoft, Bethesda, Riot Games and Build A Rocket Boy. These actions illustrate a momentum that shows no signs of waning, and they underscore why understanding how to collaborate with unions is becoming an essential skill for HR professionals.

The topic will be examined in depth at the upcoming HR Summit on October 1. "When Game Workers Unite launched eight years ago, there were almost no unions or game‑workers in unions," explains Austin Kelmore, co‑founder of the IWGB Game Workers and Game Worker Solidarity. "Since then, workers in more than 130 distinct groups across 15 countries have organised and secured real improvements in their workplaces. The debate has shifted from ‘Should the games industry unionise?’ to ‘Which group will unionise next?’" Kelmore adds that the sector has made “incredible” strides in a brief period, though full unionisation remains a work in progress.

Marc Rutschlé, a union representative for Solidaires Informatique at Ubisoft Paris, notes a similar trajectory in France: "Five years ago there were no unions inside the Comité Social et Economique. Today unions are present in almost every Ubisoft studio in France, and some sites host several unions.

This is standard for a French company and indicates that social dialogue at Ubisoft is maturing." Rutschlé also warns that the broader French game‑development landscape is under severe stress, with many major studios facing bankruptcy or large‑scale layoffs, creating uncertainty for the next one or two years. In Poland, the Gamedev Workers Union was established only two years ago as a branch of the nationwide grassroots group The Workers Initiative. Member Artur Ganszyniec says the union now has formal recognition in ten Polish studios, representing roughly half of its membership, while the remainder work for smaller outfits.

He points out a major obstacle: "Polish trade‑union law dates back to the 1980s and was written for heavy industry, not for creative or remote work. The legislation favours employers and severely limits union influence." Despite these legal constraints, the Polish union has already provided critical services: representing staff during layoffs, offering legal counsel, navigating complex labour regulations, negotiating workplace policies and creating an informal support network for members.

Kelmore highlights a growing list of achievements worldwide: four‑day workweeks, pay raises, hybrid and remote‑work options, AI safeguards, contractual bonuses, six‑hour days and more. Unions have also helped curb layoffs, end harassment, and secure multimillion‑dollar settlements for mistreated employees.

He recounts a personal victory where his boss attempted to discipline him, only for the union to have the action dismissed, and he helped negotiate better redundancy terms for colleagues. Beyond material gains, union members report an empowerment that extends beyond the office.

"Once people experience the process of collective change, they never forget it. That momentum fuels advocacy both inside and outside the workplace," Kelmore says. Unions are also reshaping employer behaviour. Early casework often involved educating company leaders about legal obligations, forcing them to adopt proper disciplinary, grievance and redundancy procedures, accommodate disabilities and neuro‑diversity, and recognise that workers often know the law better than management.

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 protections, recall rights after layoffs, severance above industry norms and up to a 34 % wage increase.

Rutschlé flags AI protections as a critical battleground, calling AI "the biggest enemy of video games right now" because rapid investment in AI has contributed to studio closures. He argues that unions provide a necessary counter‑narrative to corporate messaging that often paints the workplace as flawless.

Looking forward, several hurdles remain. In Poland, the default employment model protected by labour law is being eroded by a rise in civil‑contract arrangements.

About 40 % of Polish developers now operate as one‑person companies, earning slightly more but forfeiting benefits such as paid sick leave and notice periods. Ganszyniec warns that many of these arrangements skirt legality, and proving violations in court is difficult, so the union focuses on education for both workers and studios.

Historical scepticism toward unions in Poland, combined with costly legal attacks from anti‑union firms, means recruitment is challenging. Rutschlé notes that fear of retaliation still deters many game workers from joining.

Kelmore observes that misconceptions persist, with some viewing organising as inherently good or bad rather than a neutral tool. "Unions are a container for messy, complicated people.

They make mistakes, have conflicts, and grow. I support them not because they are perfect, but because they amplify the voice of everyday workers," Kelmore says. All interviewees agree that a robust union network can protect the industry’s most valuable asset: its talent.

Ganszyniec argues that legal and economic systems favour corporations, so collective action is essential to balance power. He emphasizes the need to preserve specialist knowledge, improve working conditions, devise layoff solutions, share expertise and create support structures that keep seasoned developers in the field and pass their know‑how to newcomers. Kelmore adds that cross‑union collaboration accelerates progress.

He has taken training from unions outside his own, exchanged detailed documents, and participated in worldwide conferences where unions from the US, Canada, France and the UK coordinate protests and share strategies. Such solidarity, he believes, builds a stronger, more resilient workforce. Rutschlé concludes that whether acting alone or in partnership, unions that secure healthier conditions will benefit the entire sector.

"Better conditions reduce turnover, attract a more diverse talent pool beyond the typical young white male engineer, and ultimately lead to higher‑quality games," he asserts. The GamesIndustry.biz HR Summit, returning to London on October 1 with a focus on People & Leadership, will feature two dedicated sessions on best practices for HR and people professionals to engage productively with trade unions.

Tickets are available through the event website.