Over the past ten years, the emergence of labour unions within the video‑game sector has moved from a niche curiosity to a central conversation. As developers, artists, writers, and voice talent encounter demanding schedules, unpredictable management practices, and increasingly complex technological changes, many are turning to collective representation to safeguard their rights and improve working conditions worldwide. In a remarkably short period, a host of game‑specific unions have been founded, and their early victories already illustrate the tangible benefits of organising.
For instance, SAG‑AFTRA initiated a strike that secured higher wages and explicit protections against the misuse of artificial‑intelligence tools for voice‑over work. Employees at ZeniMax staged a walk‑out to contest 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 signal a broader shift: engaging with unions is becoming an essential part of daily life in game studios, a topic that will be examined 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," recalls Austin Kelmore, co‑founder of the IWGB Game Workers and Game Worker Solidarity.
"Since then, more than 130 distinct groups across over 15 countries have organised and secured real improvements. The debate has moved from ‘Should the games industry unionise?’ to ‘Which workers will unionise next?’" Kelmore emphasises that the momentum is undeniable, yet acknowledges that full union coverage of the industry 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 unionisation." In France, union activity at Ubisoft Paris illustrates how quickly the landscape can evolve.
Marc Rutschlé, a representative of Solidaires Informatique, notes that five years ago the company’s Comité Social et Economique (the workers’ council) had no union presence. Today, unions are represented in almost every French Ubisoft studio, with some locations hosting multiple unions—a situation that reflects standard French labour practice and signals a maturing social dialogue within the firm. However, Rutschlé warns that the broader French game‑development sector is under severe strain, with many large studios facing bankruptcy or initiating layoffs.
The next one to two years could prove decisive for the health of the industry in that region. Poland offers another perspective.
The Polish Gamedev Workers Union, launched just two years ago under the umbrella of the nationwide grassroots organisation The Workers Initiative, now has formal recognition in ten studios, representing roughly half of its members; the remainder work for smaller companies. Union member Artur Ganszyniec explains that the legal framework governing Polish trade unions is outdated—crafted in the 1980s for heavy industry—and is heavily biased toward employers, limiting the unions’ capacity to act. Despite these obstacles, the Polish union has already provided crucial support during layoffs, offered legal assistance, helped members navigate complex labour legislation, negotiated workplace standards, and created an informal network of peer support.
Their achievements echo those of unions elsewhere: securing four‑day work weeks, pay raises, hybrid‑remote arrangements, AI usage safeguards, contractual bonuses, six‑hour workdays, and more. Unions have also been instrumental in reducing the scale of layoffs, curbing harassment, and winning multimillion‑dollar settlements for mistreated staff.
Kelmore shares a personal anecdote: "My boss tried to discipline me, but I was able to have the action dismissed. Together with colleagues we negotiated better redundancy terms for those affected and for those who stayed on." He adds that beyond material gains, union members discover the power of collective action, a lesson that stays with them and fuels future advocacy both inside and outside the workplace. The impact of unions extends to the companies they negotiate with. Kelmore notes that early casework often involved educating employers about legal obligations, forcing them to adopt proper disciplinary, grievance, and redundancy procedures, accommodate disabilities and neurodiversity as required by law, and recognise that workers frequently possess a deeper understanding of the regulations than management does.
As unions grow stronger, they can apply pressure from the top down, compelling corporations to concede on critical issues. A recent example is Microsoft’s agreement with the Communication Workers of America (CWA) for 1,900 Blizzard employees, which delivered hybrid‑work options, AI protections, recall rights after layoffs, severance above industry norms, and wage increases of up to 34 percent. Rutschlé highlights AI protections as a pressing concern, calling artificial intelligence "the biggest enemy of video games right now" because rapid investment in AI has diverted capital away from studios, contributing to closures.
He argues that unions provide a necessary counter‑narrative to corporate messaging that often paints everything as "fine" when, in reality, workers face serious challenges. Looking forward, unions still confront significant hurdles. In Poland, for example, the traditional employment model protected by labour law is increasingly being replaced by civil contracts.
Roughly 40 % of Polish developers now operate as one‑person companies, earning slightly more but forfeiting benefits such as paid sick leave, notice periods, and other protections. These arrangements can skirt legality, yet proving violations in court is difficult, prompting unions to focus on education for both developers and studios. Historical scepticism toward trade unions in Poland, combined with aggressive legal tactics by some companies—who spend substantial sums on lawsuits to stall cooperation—means recruitment remains a challenge. Moreover, fear of retaliation persists across the industry; many workers worry that speaking up could jeopardise their jobs.
Kelmore acknowledges persistent misconceptions about organising, stressing that unions are not inherently good or bad but are simply structures filled with complex, fallible people. "I believe in unions because I believe in the value of everyday working people, not because I think unions are a moral panacea. They are always a work in progress." With dozens of unions now active and more forming, representatives agree that collaboration amplifies impact.
Ganszyniec argues that legal and economic systems are tilted toward corporations, making collective organisation essential to create a counterbalance. He stresses the importance of preserving industry knowledge by improving conditions, addressing layoffs, sharing expertise, and building support networks that keep seasoned developers in the field and enable them to mentor newcomers.
Kelmore adds that cross‑union knowledge exchange accelerates victories. He has taken training from unions outside his own affiliation, shared detailed documents, and participated in worldwide conferences where unions from the US, Canada, France, and the UK coordinate protests and campaigns. Such solidarity, he says, strengthens the entire movement. Rutschlé concludes that whether acting alone or in partnership, unions that secure healthier workplaces will benefit the whole sector.
Better conditions reduce turnover, attract a more diverse talent pool beyond the stereotypical young white male engineer, and ultimately lead 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 on how HR and people professionals can engage constructively with trade unions. Tickets are available through the event’s website.