percent. according to the personal consumption expenditures index, the 12 - month change in core prices ( prices excluding the food and energy categories ) has been around 1 – 1 / 4 to 1 – 1 / 2 percent since the prior to 1999, the fomc released statements only after meetings at which the federal funds rate was changed. over time, the statements released by the fomc have become more informative about the committee ’ s views of the economy and policy. there are a number of additional transparency improvements that are less directly related to monetary policy communication, including detailed reports on liquidity facility and lending programs during the financial crisis, which can be found on the board ’ s website at www. federalreserve. gov / monetarypolicy / bst _ reports. htm. in addition, a full list of securities held in the system open market account portfolio is available on the federal reserve bank of new york ’ s website at www. newyorkfed. org / markets / soma / sysopen _ accholdings. html. given the benefits of transparency, central banks around the world have also greatly augmented their public communications over the past 20 years. recent papers measuring transparency across central banks include crowe and meade ( 2008 ) and dincer and eichengreen ( 2014 ). dincer and eichengreen ( 2014 ) conclude that almost all of the central banks around the world had greater transparency in 2010 than they did in 1998. see for example figure 1 in that paper. these measures of transparency cover a variety of factors, including the openness about policy objectives and economic data, disclosures about the procedures used in deliberations, the speed of such disclosures, and transparency about the operational aspects of meeting targets. bis central bankers ’ speeches beginning of 2013. at the september 2015 fomc meeting, participants saw inflation as very low this year but expected it to pick up notably next year and rise further in 2017. 15 although the presence of low inflation makes the traditional inflationary bias less of an immediate concern, actions that would compromise monetary policy independence would still be dangerous. the anchoring of inflation expectations has been a hard - fought product of the disinflation of the 1980s and subsequent federal reserve policy. today, even with low inflation, the balance of evidence suggests that survey - based measures of longer - term inflation expectations have likely remained fairly steady and consistent with our objective. the anchoring of these expectations is due in great part,

to those beliefs we all have but are unaware of about men and women, based on the sociocultural stereotypes with which we have been brought up and which we have internalized through the socialization process. these beliefs are reflected in some actions, that some people, especially the younger ones, call'micro - sexism '. one example of these actions is the glass ceiling, that represents the limits women face in their professional careers, not because of a lack of preparation and capabilities, but because of the institutional structure itself. there is also the sticky floor, which refers to the difficulties women have in comparison to men in moving up the organizational ladder from the most precarious, temporary or poorly paid jobs. global statistics show that women are the ones who occupy the informal economy or the sectors of activity with the worst conditions, hold the majority of short hours or temporary jobs, and have the lowest paid work roles. there are also other examples, as the lack of female leadership references, feel guilty for being a working mother, mansplaining, discrimination in selection process, a " doubleworking - day " with the domestic work at home, selection bias in some jobs and careers, cultural bias, the wage gap, and more. taking this into account, as the central bank of chile, diversity in culture is an objective, because it contributes strategically to face, with different perspectives, the technical and adaptive challenges we have as an institution, in an environment of constant change and growing complexity. diversity is one of the management hallmarks in our strategic plan for the period 2023 - 2027. 5 / 8 bis - central bankers'speeches already in 2018, we started working on gender equality, to increase parity in the highlevel management, and in 2019 we started working on the aspirational objectives of increasing the participation of women in the total staff and in the middle management team ( area managers and heads ). to achieve our goals, we defined a specific agenda with clear lines of action. in terms of pillar is talent attraction, for the younger ones, in our internship program, since 2020, women represent 50 % of the interns who access the program. this is relevant, since high performance interns represented 11 % of external hires, and of these 58 % are women. when we participate in job fairs, we focus on young professional women, who represent 70 % of the interviews. we also carry out proactive searches for women, especially in positions related to information technology, research,