The emergence of labour unions within the video‑game sector has become one of the most talked‑about developments of the last ten years. As studios worldwide grapple with demanding schedules, precarious contracts and managerial oversights, an increasing number of employees are turning to collective bargaining as a shield for their rights. In a remarkably short span, a host of game‑specific unions have been founded, and their early victories already illustrate why they matter.
The Screen Actors Guild‑American Federation of Television and Radio Artists (SAG‑AFTRA) launched a strike that secured higher wages and safeguards against the misuse of artificial intelligence for voice‑over work. Workers at ZeniMax staged a walk‑out to protest policies on remote work and outsourcing, while coordinated demonstrations have taken place outside the headquarters of major publishers such as Rockstar Games, Activision, Ubisoft, Bethesda, Riot Games and Build A Rocket Boy. These actions signal a shift from a historically silent industry to one where collective voice is gaining real influence.
The momentum shows no sign of waning, and the importance of learning how to cooperate with unions is now a staple on the agenda of HR professionals. Our upcoming HR Summit on October 1 will devote a full session to this very theme, underscoring how union engagement has moved from a fringe concern to a central business consideration.
"When Game Workers Unite began eight years ago, unions were virtually nonexistent in our field," explains Austin Kelmore, co‑founder of the Independent Workers’ Guild of Britain (IWGB) Game Workers and Game Worker Solidarity. "Today, more than 130 distinct groups across over 15 nations have organised and secured concrete improvements.
The debate has flipped from ‘Should we unionise?’ to ‘Which studio will unionise next?’" Kelmore adds that while the progress is impressive, the ultimate goal of full union coverage across the industry remains distant. Nevertheless, the strides made in a few short years are unprecedented. 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 French sites had no representation within the Comité Social et Economique (CSE).
Today, unions are present in almost every French Ubisoft studio, with some locations hosting several distinct unions—a situation that mirrors the norm for large French enterprises. "The social dialogue is maturing," he says, "but the broader French game‑development sector is under severe strain, with many studios facing bankruptcy or large‑scale layoffs. The next one or two years will be decisive." Poland offers another perspective.
The Polish Gamedev Workers Union, launched only two years ago under the umbrella of the nationwide Workers Initiative, now has formal recognition in ten studios, representing roughly half of its members; the remainder work for smaller independents. Union member Artur Ganszyniec highlights a major obstacle: the country’s labour legislation dates back to the 1980s and was crafted for heavy industry, not for creative or remote work. "The laws favour employers and severely limit union power," he explains.
Despite these constraints, the Polish union has already provided vital services: representing staff during redundancies, offering legal counsel, navigating complex Polish labour codes, negotiating workplace standards and creating an informal support network for members. Globally, unions have delivered a wide array of wins: four‑day work weeks, salary hikes, hybrid and fully remote arrangements, AI‑related protections, performance bonuses, six‑hour workdays and more.
They have also curbed layoff numbers, tackled harassment, and secured multimillion‑dollar settlements for mistreated employees. Kelmore recounts a personal victory where a disciplinary action from his manager was overturned thanks to union backing, and how collective bargaining secured better redundancy packages for both departing and remaining staff. Beyond material gains, union members report a profound shift in mindset. "Once people experience the power of collective action, they never forget it," Kelmore says.
"That empowerment fuels advocacy both inside and outside the workplace." Unions also compel companies to adhere to legal standards they might otherwise ignore. Early casework often involved educating executives about their legal obligations, forcing them to adopt proper grievance, disciplinary and redundancy procedures, accommodate disabilities, and recognise that workers often possess a deeper understanding of the law than management. As unions grow, they can exert pressure on senior leadership to secure broader concessions. A recent example involves Microsoft’s agreement with the Communications Workers of America (CWA) for 1,900 Blizzard staff, delivering hybrid‑work options, AI safeguards, recall rights, above‑industry severance and wage increases of up to 34 %.
Rutschlé stresses that AI protection remains a critical battleground, describing AI as "the biggest enemy of video games right now"—not only because of creative concerns but also because massive AI‑related investment flows have contributed to studio closures. Looking forward, several hurdles persist. In Poland, the rise of civil‑contract arrangements—where developers operate as one‑person companies—allows higher pay but strips away core employee protections such as sick leave and notice periods. These contracts often skirt legality, and proving violations in court is difficult.
Moreover, historical skepticism toward unions in Poland, combined with costly legal attacks from anti‑union firms, hampers recruitment. Rutschlé notes that fear of retaliation still deters many workers from joining, while Kelmore points out lingering misconceptions that organising is either inherently good or bad, when in reality it is a neutral tool that can be shaped by its participants. "Unions are a container for messy, complex people," Kelmore observes.
"They are not perfect, but they amplify the voice of ordinary workers and evolve with us." With unions now established across continents, their representatives argue that cross‑border collaboration magnifies impact. Knowledge‑sharing initiatives—training sessions, document exchanges and joint protests—have already accelerated victories. For instance, workers in the US, Canada and France rallied outside Take‑Two’s London office to support colleagues in the UK, demonstrating the power of international solidarity. Ganszyniec contends that the legal and economic frameworks of most industries, including game development, inherently favour corporations.
To preserve the specialised know‑how held by developers, unions must address wages, working conditions, layoff protocols, knowledge‑transfer platforms and support networks that keep seasoned talent within the sector. Kelmore concurs, emphasizing that shared resources across unions enable faster progress.
He has personally benefited from training offered by unions outside his own affiliation and has contributed documents that helped other groups achieve their aims. Rutschlé concludes that healthier workplaces—whether achieved through solo union action or coordinated campaigns—benefit the entire industry.
Reduced turnover, a more diverse talent pool and the retention of experienced creators 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 offering guidance and best practices for HR and people professionals seeking productive engagement with trade unions. Tickets are available through the event’s website.