https://waypoint.vice.com/en_us/art...-they-deal-with-crunch?utm_source=wptwitterus
Waypoint went into E3 with a mission, and that mission was to talk to developers during their interviews about labor practices in the industry, crunch, and how their studios handle those issues. It's a really fascinating article, and you get to hear from Reggie and others at pretty big companies. Spoiler alert, not everyone handles the question great. I put one decent answer and maybe the two worst ones aside from the ESA answer. The whole article's worth a read.
Reggie:
Ubisoft:
IO:
Waypoint went into E3 with a mission, and that mission was to talk to developers during their interviews about labor practices in the industry, crunch, and how their studios handle those issues. It's a really fascinating article, and you get to hear from Reggie and others at pretty big companies. Spoiler alert, not everyone handles the question great. I put one decent answer and maybe the two worst ones aside from the ESA answer. The whole article's worth a read.
Reggie:
How is Nintendo committed—and what are you doing now to—to ensure that there is good work-life balance and fair conditions across first party title development, your executive level, your support roles—the stuff happening at Nintendo and hopefully even at close partners? How are you combating an industry wide relationship to crunch that can often be deeply unhealthy.
Fils-Aimé: So look, I can only answer this question from Nintendo of America perspective and for us, crunch happens differently. It's not a development crunch, but it could be a bug check crunch. Or it's a crunch in preparing for an event. Or a crunch in preparing a game to pass our lot check process. Our approach is this: We flex through the use of contract employees. We flex in the way we work with our agency partners. Our mentality is we're going to flex by adding headcount as appropriate to help us get over a crunch. That's the way we approach it.
Ubisoft:
You think those protections for workers help the industry in the end?
I think it's essential. I think the balance that we're about is absolutely key. So for me, I work every [day] from 9-6, but it's super important to my balance and that of the rest of the team to go out and do other things beyond video game development. I want to be with my family. I want to be with my friends. I want to watch movies. If I'm just thinking about the game, it's bad.
I'm curious, when you hear stories coming out of North America and other development houses—
[PR: Rob, I'm sorry, we're just trying to stay pretty focused on the game. Happy to follow up with an email at a later time, we're just going to try and I will respectfully ask that we ]
And again my answer was very personal, based on my impressions of Massive as a development studio.
[PR: Not that we're not happy to talk about the topic. But we're just here with limited time.]
IO:
We've had lots of conversation in the industry this year about labor, about organization, about crunch, about work-life balance. I'm curious, as a leader at IO, how do you ensure that your people have comfortable lives, have their work-life balance met. I know how passionate you can be—I know how passionate I am as a creative person—but how do you make sure the work-life balance is where it needs to be so that you're not pushing too hard?
Friedl: I would want to talk about Hitman 2 at this point.
How about this then? For you, personally in your history in games, what are some experiences you've had in relation to these issues?
Friedl: Personally, the issue is not really... We can have a personal conversation about that off record if you want. What I can tell you is that, of course, [is] a topic of importance for Io interactive and we are doing everything we can. And I would actually say we are succeeding pretty well in making sure that it is a pleasure to work at Io Interactive. And I'm very, very confident that most of my colleagues would say the same thing.
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