The emergence of labour unions within the video‑game sector has become a prominent conversation 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 brief period, a surprising number of game‑specific unions have been created, 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 games; staff at ZeniMax staged walk‑outs over disputes concerning remote work policies and outsourcing; and union‑backed 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.
The momentum shows no sign of waning, and learning how to cooperate effectively with unions is now a critical skill for HR and management in game studios. The topic will be examined in depth at the upcoming HR Summit on October 1, underscoring how the industry has shifted from a period when union talk was virtually nonexistent to a new reality where collective bargaining is part of everyday discourse.
"When Game Workers Unite launched eight years ago, there were hardly any 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 together to win real improvements in their workplaces. The conversation has moved from ‘Should the games industry unionise?’ to ‘Which workers will unionise next?’" Kelmore adds that the sector has made remarkable strides in a short span, though full unionisation remains a work in progress.
Marc Rutschlé, a representative of Solidaires Informatique at Ubisoft Paris, notes a similar trend 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, with many sites hosting several unions. This is standard for a French company and signals a maturing social dialogue." Rutschlé also warns that the broader French game industry is facing a severe downturn, with many major studios filing for bankruptcy or announcing layoffs, making the next one‑to‑two years highly uncertain. In Poland, the Gamedev Workers Union was founded only two years ago under the umbrella of the nationwide grassroots body The Workers Initiative.
Union member Artur Ganszyniec reports that the organisation now has formal recognition in ten Polish studios, representing roughly half of its membership, while the remainder work for smaller firms. He points out a key obstacle: "Polish trade‑union law was written in the 1980s for heavy industry, not for creative or remote work. The legislation favours employers and severely limits union influence." Despite these legal challenges, the Polish union has already assisted employees during layoffs, provided legal counsel, navigated complex labour regulations, negotiated workplace policies, and built an informal support network for its members.
Across the globe, game‑industry unions have secured a range of gains: four‑day work weeks, salary hikes, hybrid and remote‑work options, AI safeguards, contractual bonuses, six‑hour work days, and more. They have also helped curb redundancies, stop harassment, and win multimillion‑dollar settlements for mistreated staff.
Kelmore recounts a personal victory: "My boss tried to discipline me, and I was able to have the action dismissed. I also worked with colleagues to improve redundancy terms for those affected." Beyond material benefits, union members have discovered the power of collective action, a lesson that often reshapes their outlook on both workplace and societal change.
Kelmore observes that once workers experience the process of effecting change together, they carry that confidence into other arenas. Unions have also forced companies to confront legal realities.
Kelmore explains that early casework often involved educating executives about existing labour laws and compelling compliance with proper disciplinary, grievance and redundancy procedures, as well as accommodations for disabled and neuro‑diverse staff. "Companies are learning that workers often know the law better than they do, and that workers are willing to enforce it," he says.
As unions grow stronger, they can apply pressure from the top down. Kelmore cites Microsoft’s recent agreement with the Communication Workers of America for 1,900 Blizzard employees, which delivered hybrid‑work rights, AI protections, recall rights after layoffs, above‑industry severance, and wage increases of up to 34 %. Rutschlé highlights AI protections as a critical battleground, calling AI "the biggest enemy of video games right now" because rapid investment in the technology is driving studio closures.
He adds that unions provide a counter‑narrative to corporate messaging, offering a realistic voice when HR claims everything is fine. Looking forward, unions still confront numerous hurdles, both universal and region‑specific.
In Poland, Ganszyniec notes a troubling shift from standard employment contracts to civil‑law agreements that strip workers of benefits such as paid sick leave and notice periods. About 40 % of Polish developers now operate as one‑person companies, earning slightly more but forfeiting employee protections. He warns that these arrangements often skirt legality, and proving violations in court is difficult, so education for both developers and studios is essential.
Historical scepticism toward unions in Poland, coupled with costly legal attacks from anti‑union firms, hampers recruitment. Rutschlé observes that many game workers still fear retaliation, while Kelmore points out persistent misconceptions that unionisation is inherently good or bad, when in fact it is a neutral tool.
Kelmore sums up the philosophy: "Unions are organisational containers filled with messy, complicated people. They make mistakes, have conflicts, and grow. I support unions not because they are perfect, but because they amplify the value of ordinary working people.
They are always a work in progress." With unions now established across many studios and more forming, representatives agree that collaboration amplifies impact. Ganszyniec argues that legal and economic systems heavily favour companies, so workers must organise to create balance. He stresses that preserving the specialised knowledge of veteran developers, improving conditions, addressing layoffs, and fostering support networks are vital for the health of the industry.
Kelmore adds that cross‑border knowledge sharing accelerates victories: 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 coordinated protests and strategies. Such solidarity, he believes, builds collective strength. Rutschlé concludes that better, healthier working conditions—whether achieved solo or through joint union action—benefit the entire sector.
Reduced turnover, broader demographic participation, and a more experienced, diverse workforce 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 site.