Clearly it is easier to launch CSR-related activity within organisations when people feel good about the company they work for. Launching this kind of activity when times are hard is much more challenging.
This campaign succeeded because British Energy focused on some basic principles of employee engagement. First, it looked at the impact that positive media attention can have on employees and appeared to have a good integrated internal/external communications plan.
Second, it encouraged employee 'action teams' to come up with their own ideas rather than impose them from the centre. The campaign team was also aware of the importance of effective line-management communication as the campaign was featured in face-to-face briefings.
Finally, it created ambassadors for the campaign by encouraging employees to be mentors.
The campaign has successfully raised much-needed funds for RADAR. In addition, there's anecdotal evidence that British Energy employees feel better about their organisation. It would be interesting to see whether this is supported by employee opinion survey data and evidence of increased pride in working for British Energy.