Abstract
The article is devoted to a comprehensivestudy of the formation of the organizationalculture of employeesininternationalandregionalorganizations.Thefocusis on the norms,principlesandstandardsenshrinedin the ethicalcodesandregulations of the United Nations, the EU, the OECD, the WorldBankandotherinternationalorganizations,includingtheprinciples of transparency,accountability,conflict of interestprevention,protection of whistleblowers,aswellastrendstowardsdigitalization of ethicalprocedures such asautomation of filingdeclarations,registration of externalactivitiesandcomplaints.Acomparativeanalysis of approachestoethicalregulationinvariousorganizations has been carried out, commonfeaturesandinstitutionaldifferences have been identified that determine the effectiveness of the implementation of ethicalstandards.Specialattention is paid to the relationshipbetweenethicalstandards,leadership, the professionaltrainingsystemand the sustainability of organizationalculture. It is provedthat a successfulethicalinfrastructure is basednotonlyonformallydefinednorms,butalsoondevelopedmechanisms for theirpracticalapplication,includingmandatorytraining,multi-level control, and independentchannelsforreportingviolations. Based ontheanalysis of internationalexperience, recommendations are proposedforKazakhstan: the integration of elements of the ethicalframework of globalinstitutionsintonationalpublicsectordevelopmentprograms; the introduction of an institute for mandatorylegalandethicalassessment of managementdecisions; the creation of an independentethicscouncilunder the Parliament of the Republicwithoversightpowers, the expansionofethicseducationmodulesand the introduction of digitalmonitoringtools.