Ethical and intercultural conflicts arise whenever a company's business practices conflict with those of the foreign country in which it has established operations (DeGeorge, 2005). Wood et al. (2006) proposes that companies involved in a situation of conflicting ethical values ​​should establish ways that accommodate the legitimate differences of host countries. Molson Coors has succeeded in establishing mechanisms that allow it to deal with situations of cultural conflict. This scenario is particularly strengthened by the fact that Molson Coors had extensive experience operating in multiple cultures with operations in various countries. For example, his “Beer Print” tool allowed him to evaluate the impact of his operations on people and the environment (Kennedy Bruce 2014). Furthermore, “Our Beer” guided its organizational behavior. It is desirable to incorporate ethical considerations into a company's practices since in most cases, legal requirements and policies do not support ethical behavior, as they do not prohibit all cases of unethical behavior. As a result, it is possible that some laws allow or even force companies to engage in unethical behavior (Hamilton, Knouse & Hill, 2008). It is not adequate to respect legal and social rules to avoid sanctions; businesses should instead focus on incorporation