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Case Study

Corporate philanthropy at work: U2 can move the world (B): Mailmen on a mission

By Robert Hooijberg and Jan Van der Kaaij

18 pages

June 2006

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Reference: IMD-2-0126

The second case in this two-part series describes the roll-out of TNT’s partnership with the World Food Program. Participants are asked to evaluate the effectiveness of the program and the way that it has been created. Furthermore, they are challenged to discuss the role of corporate citizenship as an integral part of a company’s strategy.

Keywords

Corporate Social Responsibility, Culture Change, Corporate Philanthropy, Non-Governmental Organization Partnership, Courier Services, Corporate Sustainability Management

Settings

World/global
2002-2005

Type

Field Research

Available Languages

English

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This case study is part of a series

Corporate philanthropy at work: U2 can move the world (A): Finding a cause
Corporate philanthropy at work: U2 can move the world (B): Mailmen on a mission

This case study is part of a series

Corporate philanthropy at work: U2 can move the world (A): Finding a cause
Corporate philanthropy at work: U2 can move the world (B): Mailmen on a mission

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DSS+: Carving out a sustainability consulting leader

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Case reference: IMD-7-2639 ©2025

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The case examines the entrepreneur-led carve out and buyout of dss+, DuPont’s safety and sustainability consulting division, by Gyrus Capital and dss+ management team. dss+ (formerly “DuPont Sustainable Solutions”) played a pivotal role in high-risk industries such as oil, gas, and chemicals, providing critical consulting services at a time when global regulatory pressure on operational safety and sustainability was intensifying. Gyrus Capital, a mid-market private equity specialist, came together with the management team to engineer the buyout, based on the firm’s strong and predictable revenue streams, long-term client relationships and specialized expertise in safety and sustainability consulting. What emerged out of the 2019 transaction was an independent sustainability consulting powerhouse with over 1,500 consultants around the world. By 2024, dss+ was still expanding rapidly in terms of staff and domains of expertise, not to mention geography, and had to respond to quickly evolving external and internal demands, with clients increasingly expected to be served globally on a full range of sustainability-related services. With a strong sense of purpose (saving lives and creating a sustainable future), a potent pitch line (Protect. Transform. Sustain), over 750 clients on 1,800 projects across 41 countries, a global team of 1,500 people and plenty of organic growth across 7 core industries, the company was clearly heading for the stars. Yet, new questions loomed: Was it time to start managing that wild growth, deepening competitive advantages and building functional moats? How would dss+ remain competitive? Was it time to put a few new initiatives on high octane fuel: Leadership? Digital transformation? Global growth? Some totally new ideas?

Reference IMD-7-2639

Organization dss+, Gyrus Capital, Inflexion

Industry Services, Environmental Services;Healthcare, Health and Medical Services;Services, Public Safety;Business Management Services, Consultancy

Available Languages English

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Research Information & Knowledge Hub for additional information on IMD publications