At a time when hospitality operators are navigating rising costs, labour shortages and tighter trading conditions, Hind Management is growing by placing people, culture and inclusion at the centre of its operating model.

The approach is delivering measurable results. At Novotel Christchurch Airport, which Hind operates as a third-party manager, 2025 total revenue grew 22.59% year-on-year, rooms revenue was up 21.54% and F&B revenue grew 25%, exceeding budget by 14.7%. Hind’s leadership attributes much of this commercial consistency to a stable, engaged workforce.

Inclusion baked into operations

Hind Management’s people strategy goes beyond policy, inclusion is embedded into manager KPIs and operational accountability. Key programmes include:

Open Doors Disability Internship Programme, providing disabled and neurodivergent people with practical hospitality experience.

Māori Leadership Hui now in its third year, supporting cultural confidence, belonging and leadership development across the group’s hotels.

Puāwai Tahi (Growing Together) - a 12-month leadership development programme that helps current and emerging leaders build practical leadership skills through personalised insights, learning, and reflection.

The Explorers Club - a continuous improvement initiative that encourages all employees to share ideas, improve the way we work, and create better experiences for our teams and guests.

Accessible recruitment policy recognised by the New Zealand Disability Employers Network as a benchmark for employers across the sector.

Recognition at a national level

In 2026, Hind Management’s Head of Learning & Organisational Development, Michal Pawlowicz, received recognition from the Human Resources Institute of New Zealand (HRNZ), acknowledging work directly linked to improved employee engagement and reduced staff turnover across the group.

These results reinforce a core belief at Hind Management: investing in people isn’t separate from commercial performance. It’s the foundation of it.