Employment

The report announces the appointment of supervisory board members for PCF Group S.A. on 14 January 2021, following a declaration by the group of entitled shareholders. Under Polish corporate statutes and the 2018 Ministry of Finance regulation on current information, the board now includes Mikołaj Wojciechowski, Krzysztof Dolias, and Bartosz Biełuszko, all elected pursuant to the shareholders’ personal rights. Wojciechowski is designated as chairman of the supervisory board.

The document confirms that all required information under § 10 of the Ministry regulation is incorporated in the company’s prospectus, approved by the Polish Financial Supervision Authority on 25 November 2020, and remains current as of the report date. No additional data or statistics are presented; the scope is limited to the corporate governance update for PCF Group S.A. in Poland, covering a single event within the 2021 reporting period. The methodology is straightforward: the board composition was determined by shareholder vote in accordance with statutory provisions, and the report serves to inform stakeholders of this change.

The report announces the resignation of Dr. Aleksander Ferenc from the Supervisory Board of PCF Group S.A., effective March 3, 2022. The board’s decision is communicated in compliance with Polish financial regulatory requirements, specifically the 2018 Minister of Finance regulation on ongoing information obligations for issuers. The announcement confirms that Dr. Ferenc’s resignation was submitted and accepted on the same day, and expresses gratitude for his contributions to the company.

Simultaneously, the report states that Dr. Ferenc will continue to support PCF Group S.A.’s parent company, People Can Fly, in mergers and acquisitions (M&A) and integration activities from March 3, 2022 onward. No additional data on financial performance or strategic initiatives are provided; the focus remains strictly on governance changes and the continuity of Dr. Ferenc’s advisory role within the broader corporate group.

The scope is limited to PCF Group S.A., a Warsaw‑based entity, and its parent company People Can Fly. The time frame is the specific date of resignation, March 3, 2022, with implications for ongoing M&A support. Methodology is not applicable beyond the regulatory reporting framework mandated by Polish financial law.

PCF Group S.A. has initiated a workforce reduction affecting over 60 employees previously assigned to the development of Project Gemini. This decision follows the formal suspension of all development activities related to the title, which was being produced in Europe under a work-for-hire agreement with Square Enix Limited. The restructuring is a direct consequence of the publisher’s failure to provide a subsequent executive agreement, rendering the future of the collaboration and the project’s continuation untenable.

The termination of the development team marks a significant shift in the company’s operational strategy regarding this specific partnership. By failing to secure a follow-up contract, the company faced critical uncertainty regarding the project's viability, necessitating the immediate downsizing of the dedicated staff. This action reflects the inherent risks associated with the work-for-hire business model, where project continuity is heavily dependent on the publisher’s commitment to ongoing executive agreements.

Management maintains that the current status of Project Gemini remains uncertain, and no further development work is scheduled at this time. Future updates regarding the project’s status or potential changes to the company’s relationship with the publisher will be disclosed as they arise. This reduction represents a definitive step in mitigating the financial and operational impact caused by the cessation of work on the project.

PCF Group S.A. has initiated a significant workforce reduction following the recent suspension of development on Project Bifrost. This strategic decision marks a shift in the company’s internal resource allocation, as the project was previously being developed under a self-publishing model funded entirely by the company’s own capital. The move reflects a broader effort to streamline operations and mitigate financial exposure associated with the project’s cessation.

The restructuring impacts over 50 employees who were directly involved in the development of Project Bifrost. To retain institutional knowledge and maintain operational continuity, the company has extended offers to the remaining staff members to transition into roles within other active projects currently under development by the group. This approach aims to preserve human capital while pivoting resources toward more viable production pipelines.

These actions represent a definitive step in the company’s management of its current portfolio. By reassigning personnel and reducing the headcount associated with the halted project, the organization is adjusting its cost structure to align with its updated strategic priorities. Future updates regarding the status of Project Bifrost will be disclosed as they arise, ensuring transparency regarding the company’s ongoing development activities and organizational adjustments.

The game development industry is currently navigating a period of profound structural instability, characterized by widespread workforce reductions and a pervasive sense of professional anxiety. Despite the rapid integration of artificial intelligence, the primary driver of current career displacement remains studio restructuring rather than technological replacement. While the majority of the workforce remains employed in hybrid or remote roles, a significant portion of professionals are actively reassessing their career trajectories. This climate of cautious realism is reflected in market sentiment, where nearly 40 percent of industry participants anticipate further decline, leading to increased emotional fatigue and a shift in priorities toward time-based benefits, such as the four-day workweek, over traditional office perks.

Geographically, the industry maintains a clear hierarchy in compensation, with North America consistently commanding the highest salary tiers across all seniority levels. In contrast, Central and Eastern Europe continue to function as the most cost-effective hubs for talent acquisition. This regional disparity underscores a broader trend of geographic diversification, as studios balance the need for specialized expertise with the economic realities of global operations. Although the workforce remains mobile, the prevalence of remote work has effectively anchored many professionals, creating a distinct divide where on-site employees demonstrate a significantly higher propensity for international relocation compared to their remote counterparts.

The current landscape is defined by a maturing workforce dominated by mid-to-senior level professionals, accompanied by a concerning decline in new entrants. This demographic shift, coupled with the ongoing volatility in employment, has necessitated more flexible recruitment strategies. Studios are increasingly moving away from traditional hiring models, favoring diverse solutions that range from subscription-based flat-fee packages to comprehensive recruitment process outsourcing. As the industry continues to evolve, these data-driven benchmarks serve as a critical framework for both studios and professionals attempting to navigate the complexities of global compensation and shifting labor market dynamics.

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The study examines the senior‑level employment landscape in Cyprus’s game industry for 2025, drawing on an anonymous survey of 113 professionals and a comparative analysis with European peers. Findings reveal that senior‑plus talent in Cyprus exhibits low job mobility, with 71 % reporting no change in the past year and only 20 % moving voluntarily. When moves occur, they are largely strategic, aimed at improving compensation or scope rather than reacting to instability. Senior professionals prioritize financial reliability, clear role definitions, and predictable work environments over brand visibility or rapid career acceleration. Lifestyle factors—including climate, taxation, and family considerations—reinforce long‑term retention and reduce relocation willingness.

Job security perceptions are higher in Cyprus (average 2.68 on a 5‑point scale) than across Europe, yet the expected risk of job loss in the next year is also higher for many roles. Burnout and limited professional development opportunities emerge as key structural risks, with 66 % reporting burnout and only 53 % receiving employer‑funded training. Overtime is common, with 27 % working one to two times a month and 45 % accepting it as part of leadership duties, contributing to long‑term fatigue.

Salary data show Cyprus median salaries for senior roles (e.g., €98 k for top management) below European averages, while desired salaries are substantially higher (e.g., €135 k for top management). Relocation openness is moderate, with 36 % not open and 32 % very open; visa support, health insurance, and relocation bonuses are the most valued benefits.

Overall, the market is mature but faces challenges in retaining talent through sustained engagement and development rather than short‑term compensation incentives. The primary risk for employers is gradual burnout and skill stagnation hidden behind long tenure, rather than sudden turnover.