, hungary, india, indonesia, mexico, peru, poland, south africa and the united states. sources : u. s. federal reserve and bloomberg. figure 5 gross domestic product ( index, 2018 = 100, deseasonalized series ) total gdp non - mining gdp financial & entrepreneurial services construction trade source : central bank of chile. figure 6 a ) domestic consumption b ) nominal exports ( index, 2018 = 100, deseasonalized series ) private consumption ( moving annual sum ; index, 2018 = 100 ) public consumption goods services source : central bank of chile. figure 7 a ) employment indicators b ) employment by sectors ( 2 ) c ) employment by education level ( thousands, deseasonalized series ) ( 2018 = 100, deseasonalized series ) ( 2010 - 2024 = 100, quarterly deseasonalized series ) 9. 500 6. 500 total employment ( ine ) total sa afp affiliates ( right axis ) high school technical college services - trade ( 71. 9 ) 9. 000 6. 300 8. 500 6. 100 construction and other goods ( 28. 1 ) 8. 000 5. 900 7. 500 5. 700 5. 500 7. 000 ( 1 ) employment figures from surveys ( ine ) and pension administrative figures ( afps ) are not mutually comparable. ( 2 ) data from ine. other goods includes agriculture, manufacturing, egw and mining. ( 3 ) in parentheses, percentage share of total employment in 2023. ( 4 ) in parentheses, weight of each group within the labor force during 2023. sources : national statistics institute ( ine ) and pension superintendency ( sp ). figure 8 a ) gross fixed capital formation b ) investment by sectors ( * ) ( index, 2018 = 100, deseasonalized series ) ( index, 2018 = 100, moving quarterly average, real deseasonalized series ) gfcf construction and other works machinery & equipment mining other sectors ( * ) for methodological details, see box minutes of the september 2024 ipom. sources : central bank of chile, customs office, and internal revenue service ( sii ). figure 9 lending rates ( 1 ) ( percent ) mpr commercial consumer ( right axis ) ( 1 ) consumer and commercial credit rates are the weighted average of all transactions in pesos performed in each month in chile's metropolitan region. both series are moving quarterly averages. (

the forces that may cause it to depreciate. since the new york fed began to highlight the need for a focus on culture reform in financial services, measurement has consistently been raised as a challenge. while measuring culture may not be as straightforward as measurement approaches for more traditional assets and risks, it is possible to gain valuable insights through a multi - layered and patient approach. through the use of surveys, interviews, focus groups, behavioral analytics, network analyses, and board effectiveness assessments, firms can triangulate from multiple inputs and develop a view of how high or low their cultural capital is, both in an absolute and relative sense. at a 2017 conference, hosted by the new york fed, representatives from across the industry came together to discuss how boards of directors assess their firms ’ cultures, hold management accountable, the benefits of data and benchmarking, and finally, the role of performance management and incentives. 4 since then, several firms have started to use big data to perform network analysis to understand how culture is transmitted through an organization. others have further honed their ability to gather qualitative data and interpret it in new ways. there is a greater recognition that there are no simple and straightforward metrics to tell them where they stand vis - a - vis cultural capital. 5 rather, these firms are regularly experimenting with new ways to identify patterns within complex systems that are continuously evolving. a number of firms have recognized that the data they gather must be contextualized. cultural capital is not a single statistic ; one part of a firm could have generous stores of it, while another department or geography requires more focused investment and attention. from the accumulation perspective, building cultural capital means investing in the way the organization approaches everything it does, including defining its purpose, setting its business strategy and risk appetite, training, communications, decision - making, prioritization, compensation practices, and how employees are incented to interact with colleagues, clients, and customers. a critical part of sustained investment is that business leaders and boards of directors see it as their responsibility to set the tone from the top. modelling the desired behaviors sets a powerful example and serves as a form of behavioral risk mitigation. all of these actions reflect choices that a firm makes, either implicitly or explicitly, that can build cultural capital. on the other hand, cultural capital can also decline or deteriorate as a result of internal choices. for example, overt incidences of misconduct such as a trading scandal or a legal