This chapter investigates how organisational culture influences moral decision-making at UNHCR. Using ethical theories—deontology, consequentialism, pragmatism, and moral particularism—it considers how daily dilemmas are addressed in situations where protection principles clash with political pressure, fear, or institutional self-interest. Consequentialist reasoning often prioritises access and presence, as seen during the Sri Lankan conflict, while deontological principles emerge in advocacy for non-discrimination, such as during the Ukraine crisis. Pragmatism and particularism, though useful for adapting to complex realities, risk ethical decline, as demonstrated by the pressured repatriations from Dadaab. Organisational culture shapes these decisions, rewarding loyalty and caution over principled dissent, and fostering silence where moral voice should be heard. Leadership styles and internal power structures further determine whether ethics are upheld or compromised. Ultimately, UNHCR’s ethical practice depends not only on policy but also on the interaction of norms, culture, and individual agency under pressure.