challenges. among them are greater gender equity in the middle office by strengthening training and mentoring programs, increasing the participation of women in the total staff, which currently stands around one - third, incorporating a gender equity and diversity training module for all staff, along with maintaining gender equity training for our leaders, and increasing the attraction of women in information technology and women phd economists in research areas. carrying out these actions has not been an easy road to travel, cultural changes are not easy. however, as institutions with public functions, we must be at the forefront and push this change, always adding everyone within the organization. inclusion means adding up. in our banks we all need each other. we have to open the doors to opportunities for everyone. conclusion even when we are working to reach diversity in our institutions, there are still substantial challenges ahead. there have been achievements in comparison with just a few years ago, of course, but is very clear that we must pick up the pace, and manage the change, culture and diversity although the difficulties in our own environments. as you have seen, i centered my presentation in gender gaps. not only for my own experience or the work we are doing in the central bank of chile in this field, but the economic value generated for closing this gap, since as a society we are wasting talent, with direct effects on the well - being of a significant part of the population. working on these and other challenges, such as unconscious cultural biases, not only contributes to a fairer society, but also a more prosperous one. in this regard, i would like to highlight the role of each central bank in addressing these challenges. in addition to the efforts of each institution in promoting gender equity internally, we also have a paramount role in society beyond setting an example. how can we move forward on what each central bank can do on this issue? speaking from my own experience, i would like to mention some relevant points. one of them is to raise awareness and to make concrete and increasing efforts to eliminate " microsexism " or unconscious bias in our institutions. besides, in conferences and panels on research and economic policy, we can foster the participation of both women and men. this is not trivial. in economics, women represent a smaller proportion of economists, particularly in macroeconomics, and finance, and in chile they are at least a third of the total. this is partly due to self - selection outside this discipline. having all the excellent women who make up the profession

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,