How We Work

Whether you start counting in 1744 with William Worthington in England, or in 1786 with John Molson in Canada, or even with the youngest of our founders, Adolph Coors in 1873 – you arrive at the same conclusion. We know a thing or two about crafting quality beers and running an enduring business with integrity, authenticity and corporate accountability right from the start.

It was clear to our founding families that building the business and doing the right thing go hand-in-hand. And while that balance is no easy feat and we don’t always get it right, it still serves as the cornerstone for Molson Coors. Over the years we’ve grown into one global company with a shared commitment to brewing extraordinary beers and running a business focused on respect for our employees, our communities, and our drinkers. That means corporate responsibility and accountability right from the start.

Global Company, Local Roots

While our company has expanded around the world, our roots and character remain local. We’re made up of dozens of local breweries and offices where our employees and our iconic brands are a part of the fabric of the community. These are the places where we live, work and connect. It only makes sense that integrity, responsibility and generosity would characterize our approach to the work we do there.

A Business of Responsibility

Corporate responsibility at Molson Coors has never been about an initiative or a department. Corporate responsibility and accountability matter to all of us. We measure the value of our contribution day in and day out by our ability to consistently deliver exceptional quality to our drinkers, how we invest in and develop our employees, and how we conduct ourselves as a member of the larger community.

We also know this is a process of continual improvement and there is always more we can do. We value what we hear from you in terms of our actions, focus and priorities.


Our legacy has left us with a strong set of values. We come from many different backgrounds, so our values help to unite us. They guide our decisions and our actions.

Excelling: Surprising one another and our customers by what we achieve, and committing ourselves to doing the things that are key to winning and doing them better than anyone else

Passion: We are beer champions who love winning by delighting the world's beer drinkers with our extraordinary brands

Integrity & Respect: Being honest, ethical and open as a basis for building trusting relationships, and treating others as we would like to be treated

Creativity: Unlocking and nurturing fresh ideas to make us more competitive, and doing the unexpected to challenge the norm

Quality: Talented people who go the extra mile to deliver beyond "expected quality" in everything we do and being obsessive about the quality of our products so we delight our consumers

Our Beer Print

Corporate responsibility can be as simple or as complicated as companies want to make it. We have a comprehensive strategy that touches all areas of our business in all our geographies but communicating it clearly can be challenging. We have a framework for talking about our culture at Molson Coors called “Our Brew” and we developed Our Beer Print as part of that culture to make corporate responsibility easier to understand and more relevant.


The simple story of Our Beer Print – Every time a beer is picked up there is a beer print left behind. Wherever we brew and sell our beer we leave a beer print on our communities, on our environment and on our business. We want to grow our positive Beer Print and shrink our negative Beer Print. It helps guide purchasing decisions, company goals, community partnerships, employee engagement and profit. It helps drive our business.

In particular, we want to grow Our Beer Print in five key areas:

Engaging with stakeholders is essential to building our reputation, developing long-term relationships, helping to understand stakeholder concerns and supporting our ambition to grow our positive impact. Our stakeholder engagement activity helps us set long term corporate responsibility priorities and targets. See Materiality Assessment for full details.

We also see Our Beer Print as a driver for our commercial business. We know a company’s environmental and social actions are of increasing importance to our beer drinkers and commercial stakeholders such as our on- and off-premise customers, and investors. It is also one of the ways our brands connect with our consumers.

Our Beer Print is unique to Molson Coors. Through it we are engaging our employees and seeing corporate responsibility come to life. We are giving all our stakeholders a look at what is going on inside the company and together looking for ways to shrink our negative and grow our positive Beer Print.

Financial Results and Impact

Molson Coors gross sales in 2016 were $6,597.4 million, or $4,885.0 million net of excise tax, including MillerCoors LLC as a fully consolidated entity for the period from October 11, 2016 through December 31, 2016 as a result of the acquisition being completed. 

Note that under US GAAP, these gross sales figures do not include sales by MillerCoors LLC, the US operating company, which operated as a joint venture from January 1, 2016 through October 10, 2016, during which period gross sales were $6,987.2 million, or $6,125.4 million net of excise taxes. 42% of these sales would be attributed to Molson Coors during the period from January 1, 2016 through October 10, 2016.

On a pro forma basis (as defined in our Form 10-K), Molson Coors gross sales in 2016 were $13,545.1 million, or $10,983.2 million net of excise tax. More information is available on the Form 10-K Annual Report.

In early 2017, Molson Coors refreshed our materiality assessment to include an integrated view of all our business units, including the newly acquired MillerCoors in the U.S. We are currently analyzing the results of our latest assessment and using them to develop long-range goals and our 2025 sustainability strategy.


In our most recent assessment, we worked with an external consultancy Corporate Citizenship to provide additional rigor and analysis in our process to pinpoint the environmental, social, and economic issues most relevant to our company. Corporate Citizenship used a combination of qualitative and quantitative research to gain a detailed understanding of our priority issues.


Corporate Citizenship first compiled a list of 24 current and emerging responsibility issues most relevant to Molson Coors and the beverage industry. The list was informed by global trends and drivers, as well as sector and sustainability reporting frameworks, such as SDGs, DJSI, CDP and SASB. Corporate Citizenship then conducted interviews with 17 internal leaders from the across the business and surveyed over 100 stakeholders to understand their views on how MCBC should prioritize key issues; address opportunities and risks; and where we should allocate resources to support our business in the next 3-5 years.


Findings from both internal and external perspectives were analyzed to develop a ranking of each issue’s relative importance to our stakeholders and its relative impact on the business. The findings are mapped on the following Materiality Matrix and identify High, Medium or Low priorities. 

We are currently using the results of the materiality assessment to shape our sustainability strategy and 2025 goals to support areas that are key to our business success. Simultaneously, we are also using the results to engage widely with internal and external stakeholders to gather feedback on our proposed 2025 goals and strengthen engagement over time. 

Stakeholder Engagement

To conduct our 2017 materiality assessment, we engaged with a number of stakeholders from across our business units: Molson Coors Canada, MillerCoors, Molson Coors Europe and Molson Coors International. We identified the stakeholder groups most relevant and influential to Molson Coors, which included: Regulators/Government bodies; Industry Groups; Customer/Retailers; Suppliers; Investors and NGO partners, and collected a list of the highest priority stakeholders from all our local teams. From this group, we sent a survey to over 300 external organizations, asking them to rank in order 24 issues they felt were most important to Molson Coors for the next 3-5 years. We received over 100 responses and a representative sample from across our global footprint. 


We will continue to systematically engaging with our stakeholders on a regular basis to keep a pulse on the changing sustainability landscape and their expectations of us as a company. We believe collaborative engagement, such as roundtables and meetings allow us to continuously assess our stakeholders’ changing needs and concerns. Additionally, we intend to refresh the assessment and undertake a formal assessment of our most relevant issues every 3-5 years to understand if our material opportunities and risks have shifted. 

We update our corporate responsibility performance on an annual basis. Our Beer Print Corporate Responsibility Report covers quantitative data for the calendar year 2015 with additional qualitative material from previous years.

The reporting scope is global and covers Molson Coors Brewing Company’s businesses: Molson Coors Canada, Molson Coors Europe (covering the UK & Ireland and Central European operations), and Molson Coors in India.

Molson Coors International (MCI) has a production and sales presence in Asia, continental Europe, Mexico, Latin America and the Caribbean (excluding Puerto Rico which is part of the MillerCoors business). Molson Coors owns and operates three breweries in India.

In June 2012, Molson Coors acquired StarBev which merged with Molson Coors (UK & Ireland) and was renamed Molson Coors Europe. Our Central European business employs approximately 4,100 people, operates nine breweries and sells its market-leading brands in the Czech Republic, Serbia, Croatia, Romania, Bulgaria, Hungary, Montenegro, Bosnia-Herzegovina and Slovakia.

In July 2008, Molson Coors and SABMiller plc combined their US and Puerto Rico operations to form a joint venture called MillerCoors. For financial reporting under US accounting standards, MillerCoors is accounted for by Molson Coors under the equity method. Therefore, MillerCoors’ revenues and expenses are not reported in Molson Coors’ consolidated results. Molson Coors does receive and report 42% of the profits of MillerCoors. For full transparency and accuracy, we separately report our 42% share of MillerCoors’ corporate responsibility performance data.

Environmental Data

The following changes in scope reflect organizational changes made in 2015:

  • 2011 baseline and trend data modified to exclude Shobnall Maltings which was sold in 2015.
  • 2011 baseline and trend data modified to exclude Alton Brewery which was decommissioned in 2015.
  • Plovdiv brewery in Bulgaria was closed in 2015 with volumes shifting to our Haskovo Brewery and with the intention of re-building a smaller craft brewery on the Plovdiv site. Due to the shift in volumes and expected operations to continue in the future on the site, the baseline and trend data was not modified in this case.
  • A micro-brewery on Granville Island in Vancouver, Canada which is operated by Six Pints, a company owned by Molson Coors Brewing Company was included for the first time in 2015. It was not included in previous years due to data availability and the immaterial size of the operations. 2011 baseline and trend data has been modified on the basis of 2015 activity data.

Third Party Assurance

Corporate Citizenship provides third party assurance of our data. This year’s assurance was performed against ISAE 3000, the internationally recognized standard. The scope of reporting is based on operational control.