The emergence of labour unions within the video‑game sector has become a prominent discussion point over the last ten years, as an increasing number of employees look for safeguards against demanding work environments and managerial failings worldwide. In a relatively short span, a multitude of game‑specific unions have been established, and they have already shown tangible benefits for their members. For example, SAG‑AFTRA initiated a strike to obtain higher wages and AI‑related protections for voice talent in video games; staff at ZeniMax staged walk‑outs over disputes concerning remote work policies and outsourcing; and union‑organised demonstrations have taken place outside the headquarters of companies such as Rockstar Games, Activision, Ubisoft, Bethesda, Riot Games and Build A Rocket Boy, among others.
This momentum shows no signs of waning, and the ability to work constructively with unions is now a critical competency for studios. The topic will be examined in depth at the upcoming HR Summit on October 1, underscoring a new reality in an industry that, not long ago, barely entertained the idea of collective bargaining.
"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, employees across more than 130 distinct groups in over 15 countries have organised and secured real improvements in their workplaces. The conversation has shifted from ‘Should the games industry unionise?’ to ‘Which workers will unionise next?’" Kelmore adds that the movement has amplified workers' voices and delivered substantial victories, while acknowledging that full unionisation of the sector remains a work in progress.
"We have made remarkable progress in a short time, but there is still a long road ahead," he says. Marc Rutschlé, a union representative for Solidaires Informatique at Ubisoft Paris, notes the rapid development of union presence in French studios.
"Five years ago there were no unions within the Comité Social et Economique. Today, unions are represented in almost every Ubisoft location in France, and some sites host several unions. This is standard for a French company and signals a maturing social dialogue." Rutschlé also warns of broader industry instability in France, where many major studios face bankruptcy or are planning layoffs, creating uncertainty for the next one to two years. In Poland, the Gamedev Workers Union was created just two years ago as part of the nationwide grassroots federation The Workers Initiative.
Member Artur Ganszyniec reports that the union is formally recognised in ten Polish studios, representing roughly half of its membership, while the remainder work for smaller developers. "One of our biggest hurdles is the outdated legal framework governing trade unions in Poland – most legislation dates back to the 1980s and was designed for heavy industry, not for creative or remote work," Ganszyniec explains. "The law 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 Polish labour statutes, negotiated workplace rules, and built an informal support network for its members.
Kelmore highlights a range of achievements worldwide: four‑day work weeks, salary raises, hybrid and remote work options, AI safeguards, contractual bonuses, six‑hour days, and more. Unions have also reduced layoff numbers, curbed harassment, and secured multimillion‑dollar settlements for mistreated staff. "My own manager tried to discipline me, and I succeeded in having the action dismissed," Kelmore recounts.
"Together with colleagues we negotiated better redundancy terms for those affected and for those who stayed." Beyond material gains, union members have discovered the collective power to drive change both inside their companies and in the broader world. Kelmore admits it sounds cliché, but experiencing the process of effecting change leaves a lasting imprint that fuels further activism.
Unions have also forced companies to confront legal realities. "Early on, much of our casework involved teaching employers what the law requires and compelling compliance," Kelmore says. "Companies learned to follow proper disciplinary, grievance and redundancy procedures, accommodate disabilities and neuro‑diversity as mandated, 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 Communication Workers of America for 1,900 Blizzard employees, which delivered hybrid work, AI protections, recall rights after layoffs, severance above industry norms, and wage hikes up to 34 %. Rutschlé stresses AI protections as a pressing concern, calling artificial intelligence "the biggest enemy of video games right now" because of both creative disruption and the massive investment influx that threatens studio stability. Looking forward, unions still confront significant obstacles, both universal and region‑specific.
In Poland, Ganszyniec points out a shift toward civil‑contract arrangements that sidestep traditional employee protections. About 40 % of Polish developers now operate as one‑person companies, gaining modestly higher pay but forfeiting benefits such as sick leave and notice periods. These arrangements often skirt legality, and proving violations in court is difficult, so the union focuses on education for both workers and studios.
Historical scepticism toward trade unions in Poland, coupled with costly legal battles launched by anti‑union firms, hampers recruitment. Rutschlé observes that many game workers still fear retaliation, while Kelmore notes lingering misconceptions that organising is inherently good or bad, when in fact it is simply a tool. "Unions are a container for messy, complicated people.
Decisions can be irrational, mistakes happen, conflicts arise, and learning occurs. I support unions not because they are perfect, but because they amplify the value of ordinary working people. They are always evolving," Kelmore reflects. With dozens of unions now active across the sector and more forming, the representatives agree that coordinated action can enhance worker protection.
Ganszyniec argues that legal and economic systems in any industry, including game development, heavily favour employers, making collective organisation essential to create a counterbalance. He adds that the specialised knowledge held by developers—how games are built, the nuances of production pipelines, and creative problem‑solving—must be safeguarded.
Addressing working conditions, salaries, layoff strategies, knowledge‑sharing platforms, and support networks will keep experienced talent in the field and help them mentor newcomers. Kelmore concurs, noting that cross‑union knowledge exchange accelerates progress. He has taken training from unions outside his own, shared detailed documents, and participated in worldwide conferences where unions from the US, Canada, France and the UK coordinate protests and campaigns. "What we do for each other matters and builds us all up," he says.
Rutschlé concludes that whether acting alone or in collaboration, unions that secure healthier workplaces will benefit the entire industry. "Better conditions reduce turnover, attract a more diverse talent pool beyond the stereotypical 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 sessions dedicated to best practices for HR and people professionals engaging productively with trade unions. Tickets are available through the event page.