Over the last ten years, the emergence of labour unions within the video‑game sector has moved from a niche curiosity to a central conversation, as an increasing number of developers, artists, writers and support staff look for safeguards against demanding work environments and managerial oversights worldwide. This surge has not only produced a surprising number of game‑specific unions in a relatively brief period, but those organisations have already proved their worth to members. For example, SAG‑AFTRA initiated a strike to obtain higher wages and protections against artificial‑intelligence exploitation for voice talent in games, while employees at ZeniMax staged walk‑outs over disputes concerning remote‑work policies and outsourcing practices.
Union‑led demonstrations have also taken place outside the headquarters of major publishers such as Rockstar Games, Activision, Ubisoft, Bethesda, Riot Games and Build A Rocket Boy, among others. The momentum shows no signs of waning, and collaborating effectively with unions is becoming a strategic priority for many game‑development workplaces. In fact, the topic will be explored in depth at the upcoming HR Summit on 1 October, underscoring how the industry’s reality has shifted dramatically from the era when union talk was virtually nonexistent.
"When Game Workers Unite launched eight years ago, there were almost no unions or game workers represented in unions," explains 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 tangible improvements in their workplaces. The debate has moved from ‘Should the games industry unionise?’ to ‘Which group of workers will unionise next?’" Kelmore adds that the sector’s voice is now being heard loudly and that substantial victories have been achieved, even though full unionisation of the entire industry remains a work in progress. Marc Rutschlé, a union representative for Solidaires Informatique at Ubisoft Paris, notes a similar trend in France: "Five years ago there were no unions within Ubisoft’s Comité Social et Economique (the workers’ council).
Today, unions are present in almost every French Ubisoft studio, and several locations host multiple unions. This reflects a typical French corporate model and signals that social dialogue at Ubisoft is maturing." He also warns that the broader French gaming landscape is under strain: "Most major studios are either bankrupt or planning layoffs. The next one or two years will be decisive for the sector." In Poland, the Gamedev Workers Union was created just two years ago as a branch of the nationwide grassroots movement The Workers Initiative. Union member Artur Ganszyniec says the body is formally recognised in ten Polish studios, representing roughly half of its members, while the remainder work for smaller firms.
He highlights a key obstacle: "Polish trade‑union law dates back to the 1980s and was drafted for heavy industry, not for creative or remote work. The legislation favours employers and severely limits union influence." Despite these constraints, the Polish union has already assisted employees during layoffs, provided legal counsel, helped navigate complex labour regulations, negotiated workplace standards, and built an informal support network for its members.
Kelmore enumerates a litany of achievements worldwide: four‑day work weeks, salary raises, hybrid and fully remote arrangements, AI usage safeguards, contractual bonuses, six‑hour workdays, reduced layoff numbers, anti‑harassment measures, and multimillion‑dollar settlements for mistreated staff. He shares a personal anecdote: "My boss tried to discipline me, but I successfully contested it.
Together with colleagues we secured better redundancy terms for those affected and for those who stayed." Beyond material gains, union members report an empowering shift in mindset. "When people experience collective power firsthand, they never forget it. That experience fuels further activism both inside and outside the workplace," Kelmore says.
Unions have also forced companies to confront legal realities. "Early on, much of our casework involved educating employers about the law and compelling compliance," Kelmore explains. "Companies learned to follow proper disciplinary, grievance and redundancy procedures, accommodate disabilities and neurodiversity as required, and recognise that workers often know the law better than management." As unions grow, they can exert pressure on senior leadership. Kelmore cites Microsoft’s recent agreement with the Communications Workers of America for 1,900 Blizzard staff, which secured hybrid work, AI protections, recall rights after layoffs, severance above industry norms and wage increases up to 34 %.
"Executives are realising that the more power workers build, the more concessions they must make if they want projects completed," he notes. Rutschlé stresses AI protections as a critical issue, calling artificial intelligence "the biggest enemy of video games right now" because of both creative concerns and the massive investment influx that is destabilising studios. Looking forward, unions still confront numerous hurdles, many of them region‑specific. In Poland, Ganszyniec points out a growing trend of developers being classified under civil contracts rather than standard employment, effectively stripping them of benefits such as paid sick leave and notice periods.
He adds that these arrangements often skirt legality, but 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 battles launched by anti‑union firms, hampers recruitment. Rutschlé observes that despite early successes, many game workers still fear retaliation from management.
Kelmore acknowledges lingering misconceptions that organising is inherently good or bad, emphasizing that unions are simply structures populated by imperfect people. With unions now established across many countries, their representatives argue that coordinated action can amplify protection for employees.
Ganszyniec asserts that legal and economic systems in most industries, including game development, heavily favour employers, making collective organising essential to create a counterbalance. He stresses the need to preserve the specialised knowledge held by veteran developers, improve working conditions, devise layoff safeguards, share expertise, and build support networks that keep seasoned talent in the field and pass it on to newcomers. Kelmore agrees, noting that cross‑border knowledge exchange accelerates progress: "I have taken training from unions outside my own, shared detailed documents, and participated in worldwide conferences where unions collaborate. Workers in the US, Canada and France have protested outside Take‑Two on behalf of colleagues in the UK.
Our solidarity strengthens us all." Rutschlé concludes that whether acting alone or in partnership, unions that secure healthier workplaces will ultimately benefit the entire industry. "Better 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 1 October with a focus on People & Leadership, will feature two dedicated sessions offering guidance and best practices for HR professionals on constructive engagement with trade unions.
Tickets are available through the event’s website.