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 developers, artists, writers and support staff across the globe confront demanding schedules, insufficient compensation and management practices that often ignore basic worker rights, many are turning to collective bargaining as a shield and a voice. In a relatively short span, a surprising number of industry‑specific unions have been established, and their early victories already illustrate the tangible benefits of organising. For instance, SAG‑AFTRA initiated a strike to obtain higher wages and safeguards against the misuse of artificial intelligence for voice‑over work.
Employees at ZeniMax staged walk‑outs over disputes concerning remote‑work policies and the outsourcing of tasks, 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 that union engagement is no longer a fringe activity but an increasingly normal part of the workplace landscape. The trend shows no sign of waning.
In fact, the importance of collaborating constructively with unions is now a key agenda item for HR professionals. Our upcoming HR Summit on October 1 will devote a full session to this subject, underscoring how the industry’s reality has shifted from a period when union talk was virtually nonexistent to one where the question is no longer *if* games will unionise, but *which* groups will take the next step. Austin Kelmore, co‑founder of the Independent Workers’ Guild (IWGB) Game Workers and Game Worker Solidarity, reflects on this evolution: “When Game Workers Unite launched eight years ago, unions were a rarity in our field.
Today, more than 130 distinct groups across 15 countries have banded together, securing concrete improvements for their members. The dialogue has moved from debating the principle of unionisation to identifying the next cohort of workers ready to organise.” Kelmore adds that the progress, while impressive, is still only the beginning.
“We have amplified our collective voice and achieved significant wins, yet full union coverage of the industry remains a work in progress.” From the French perspective, Marc Rutschlé, a representative of Solidaires Informatique at Ubisoft Paris, notes a rapid maturation of union presence: “Five years ago, the French studios had no representation within the Comité Social et Economique. Now, unions are embedded in almost every Ubisoft entity in France, often with multiple unions operating side‑by‑side. This mirrors the standard French corporate model and indicates a more sophisticated social dialogue.” He also warns of broader industry instability: “Outside Ubisoft, many French game studios are facing bankruptcy or large‑scale layoffs. The next one or two years will be decisive for the sector’s health.” Poland offers another illustrative case.
The Polish Gamedev Workers Union, founded just two years ago under the umbrella of The Workers Initiative, now has formal recognition in ten studios, representing roughly half of its membership; the remainder work for smaller firms. Union member Artur Ganszyniec explains a major hurdle: “Polish labour law was drafted in the 1980s for heavy industry, not for creative or remote work. It heavily favours employers, limiting union influence.” Despite this, the union has already provided legal assistance during layoffs, navigated complex labour statutes, negotiated workplace standards and created an informal support network for its members. Across the globe, unions have secured a variety of gains: four‑day workweeks, salary raises, hybrid and fully remote arrangements, AI usage protections, contract‑based bonuses, six‑hour days and more.
They have also reduced layoff numbers, curbed harassment, and obtained multimillion‑dollar settlements for mistreated staff. Kelmore recounts a personal victory: “My supervisor tried to discipline me, but I successfully contested the action.
Together with colleagues we negotiated better redundancy terms for those affected.” Beyond material benefits, union involvement teaches workers that collective action can reshape both workplace culture and broader industry practices. Kelmore observes, “When people experience the power of organised change, it sticks with them. That empowerment fuels further advocacy inside and outside the office.” Unions also compel companies to adhere to legal standards they might otherwise overlook. “Early on, much of our casework involved educating employers about their legal obligations and forcing compliance with proper disciplinary, grievance and redundancy procedures,” Kelmore says.
“Companies have learned that workers often know the law better than they do, and they must respect those rights.” As unions grow, their leverage increases. Kelmore cites Microsoft’s recent agreement with the Communication Workers of America for 1,900 Blizzard employees, which delivered hybrid‑work options, AI safeguards, recall rights, above‑industry severance and wage hikes of up to 34 %.
“Executives now see that stronger worker organisation translates into greater concessions if they want projects completed,” he notes. AI protection remains a pressing concern.
Rutschlé describes AI as “the biggest enemy of video games right now,” not only because of creative dilution but also due to the massive investment influx that threatens studio stability. He adds, “Unions provide a counter‑narrative to corporate messaging that often paints everything as fine. When problems arise, workers turn to unions, not HR, for honest support.” Looking forward, several obstacles persist.
In Poland, the rise of civil‑contract arrangements—where developers operate as one‑person companies—circumvents traditional employee protections such as sick leave and notice periods. Ganszyniec warns that these contracts can be borderline illegal, yet 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 notes that despite early successes, many game workers still fear retaliation from management. Kelmore adds that misconceptions about unionisation—whether it is inherently good or bad—continue to cloud public perception. Nevertheless, union representatives agree that collective organisation is essential to rebalance an industry where legal and economic frameworks heavily favour corporations. Ganszyniec emphasizes the need to protect the specialised knowledge held by developers, improve working conditions, devise layoff mitigation strategies, share expertise and build support networks that keep seasoned talent within the field.
Kelmore underscores the value of cross‑border collaboration: “Sharing resources, training materials and strategies with unions worldwide accelerates our progress. We’ve organised global conferences, coordinated protests across continents and exchanged detailed documentation that brings us closer to our goals.” Rutschlé concludes that healthier workplaces—whether achieved through a single union or coordinated coalitions—benefit the entire sector. “Better conditions reduce turnover, attract a more diverse talent pool beyond the stereotypical young, cis‑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 offering guidance and best practices for HR and people professionals seeking productive engagement with trade unions.
Tickets are available through the event’s registration portal.