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wtw
Employersbuildmomentum
onemployeewellbeing—
butthere’sstillawaytogo
Globalfindingsfromthe
2024WellbeingDiagnosticSurvey
KeyFindings
Section1
Wellbeingasfoundational
Section2
Theneedfor
employeewellbeing
Section3
Employersaretakingaction
Contactus
Employersleaninto
employeewellbeing
1
TABLEOFCONTENTS
Employersleanintoemployeewellbeing03
Aboutthesurvey04
Keyfindings
05
Section1.Wellbeingasfoundational06Section2.Theneedforemployeewellbeing10Section3.Employersaretakingaction13Contactus20
Employersleaninto
employeewellbeing
KeyFindings
Section1
Wellbeingasfoundational
Section2
Theneedfor
employeewellbeing
Section3
Employersaretakingaction
Contactus
2
Employersleanintoemployeewellbeing
Theimportanceofemployeewellbeinghasgrownsteadilyinemployers’eyessincetheCOVID-19
pandemic.Today,employersviewitasacritical
componentoftheirhumancapitalstrategy,usingitasadifferentiatorintheirtalentstrategy,andtosupplementkeybusinessinitiativessuchastheirapproachtodiversity,inclusionandequity(DEI)andthegrowingmentalhealthcrisis.
Ourresearchshowsthatorganizationsthatarehighlyeffectivewithemployeewellbeinginitiativestend
tohavebetterfinancialoutcomesthanthosethat
havelowereffectivenessscores(Figure1).Atatime
whenmostemployeesstillreportmoderateormajorwellbeingissues,gettingyourwellbeingstrategyrightisbusinesscritical.
Employershaveacceleratedtheirinvestmentinwellbeingoverthepastfiveyears—andresults
arepositive.Theyhavemovedtheneedleonemployeeperceptionsofthesupportthey
provideandhavehadpositiveeffectsonwellbeingoutcomes.
Butthereismoretodo.Employeescontinuetoneedandwantemployersupportinallareasofwellbeing,andnotablyarelookingformore
supportwiththeirfinancialwellbeing.
Bridgingthegaponfinancialwellbeingand
findingwaystomovebeyondprogramsand
shifttheorganizationalculturewillbeessential
notonlytoenhanceemployeewellbeingbutalsotoimproveoverallworkforcehealthandproductivity.Inthisreport,weprovideinsights,gleanedfrom
over3,600employersworldwide,toshowyouhow.
Employershavemovedtheneedleon
employeeperceptionsofthesupporttheyareprovidingandhavehadpositiveeffectsonwellbeingoutcomes.
Figure1.Highwellbeingscoresarelinkedtobetterfinancialoutcomes
WellbeingSummaryScore
FinancialImpact
Low
High
Amountdifference
Percentagechange
Revenueperemployee(Productivity)
$400K
$500K
$100K
25%
Marketvaluetobookvalue(Tobin’sQ)
2.0
2.5
0.5
25%
Returnonequity(Netincometoshareholderequity)
12.5%
17.0%
4.5%
36%
Returnonassets(Netincometototalassets)
4.2%
5.0%
0.8%
19%
Methodology:ResultsreflectpredictedvaluesfromvariousmultivariateregressionmodelsthatcorrelatekeyfinancialmetricswithWTW’soverallwellbeingdiagnosticsummaryscore,while
controllingforcompanysize,industry,country.WTWlinkedresultsfromtheWellbeingDiagnosticSurveywithpubliclyavailablefinancialinformationusingdatafromCapitalIQandWTW’sBest
PracticesinHealthcareSurvey(costtrends).Lowreflectsoverallwellbeingdiagnosticscoresatthe25thpercentileandHighreflectsscoresatthe90thpercentile.Wellbeingdiagnosticscorestake
avaluebetweenzeroand100andindicatetheextentcompanieshaveadoptedthe44bestpracticesaroundtheareasofphysical,emotional,financialandsocialwellbeingandemployeeexperience.Achangefromlowtohighreflectsnearlya50-pointincreaseintheoverallwellbeingscore.Theanalysisisbasedonglobalresultsexcepthealthcarecosttrends,whichareU.S.only.
Source:Financialmetrics:StandardandPoor’sCapitalIQdatabase.Wellbeingsummaryscore:WTW’s2024WellbeingDiagnosticSurvey.
FinancialOutcomes
Employersleaninto
employeewellbeing
KeyFindings
Section1
Wellbeingasfoundational
Section2
Theneedfor
employeewellbeing
Section3
Employersaretakingaction
Contactus
3
Aboutthesurvey
Together,thetwosurveyscovera3600viewofemployeehealthandwellbeing.
Thisreportjuxtaposesthoseemployerinsights
withfindingsfromthe2024GlobalBenefitsAttitudesSurvey(GBAS),theWTWemployeevoicesurvey.
GBASwasconductedbetweenJanuaryandMarch2024andreflectsviewsfrom45,000employees
workingatmediumandlargeprivatesectoremployersacross29marketsglobally.
The2024WellbeingDiagnosticSurveywasfielded
in82marketsbetweenMarchandApril2024.Atotalof3,610employers,representingover18million
employees,respondedtothesurvey,givingrisetoanindustry-leadingdatabaseofemployerinsightsonthebusiness-criticaltopicofemployeewellbeing.
764
683274
1,030
859
AsiaPacific
CEEMEA
WesternEurope
LatinAmerica
NorthAmerica
Note:Thesizeofthebubbleindicatesthenumberofparticipantsfromthemarket.
KeyFindings
Employersleanintoemployeewellbeing
Section1
Wellbeingasfoundational
Section3
Employersaretakingaction
Contactus
Section2
Theneedfor
employeewellbeing
4
Keyfindings:Employeewellbeingremainsapriorityforemployers
Creatinganadvantage
Companieswiththemosteffective
approachesreport
betterhumancapital
andfinancialoutcomes.
Employees
continuingtostruggle
Recentinvestments
havehadpositive
effectsonemployees’
attitudes,wellbeingimprovedmanystill
havemajorchallenges.
yetemployeehasnot
and
Employersleaningintowellbeing
Postpandemic,employerscontinuetofocuson
employeewellbeingto
helpattractandretain
talentandconnecttotheirDEIstrategy.
Shiftingtheculture
Employerslookbeyondprogramsandaimtoenhancetheemployeeexperienceasa
waytoconnectwellbeingtotheirhumancapitalstrategy.
Aligningpriorities
Mentalhealthremainsaconcernandmoresupportisneeded,butmanyemployers
havenotdeliveredonfinancial
wellbeing,whichisemployees’topissue.
Employersleanintoemployeewellbeing
KeyFindings
Section1
Wellbeingasfoundational
Section2
Theneedfor
employeewellbeing
Section3
Employersaretakingaction
Contactus
5
Section1.Wellbeingasfoundational
Employersareaiminghigh:Whereastoday,21%viewwellbeingasafoundationalelementoftheirhumancapitalstrategy,lookingforwardthreeyears,this
numberjumpsto46%(Figure2).
Isthisleaprealistic?Withminorregionalvariations,
oneinthreeemployerstodayarefocusedprimarilyonthephysicalaspectofwellbeing(seeboxfortheWTWwellbeingframework).
Thereismuchtobedonetoembraceaholistic
approachthatencompassesallaspectsofwellbeing—andevenmoretoembedwellbeingintocompanycultureandbeyond.
Globally,21%ofemployersviewwellbeingasafoundationalelementoftheirhumancapitalstrategytoday.Afurther30%areembeddingwellbeingintothecultureoftheorganization.
Thriving
Secure
Balanced
Connected
Whatiswellbeingandhowdoemployersaddressit?Firstandforemost,thefocusisontheemployee
Physical
?Understandandmanagemyhealth
?Improvemyhealthandmaintain
ahealthylifestyle
?Tackleacuteandunexpectedillnessesandinjuries
Social
?Strengthenmynetworkand
socialconnections
?Bringmywholeselftoworkandacceptothers
?Findmeaningandpurposeinmyworkandlife
Financial
?Assess,managemy
health,managestress
?Handlelifecrises
Emotional
?Beself-awareandmaintainmentalhealth
?Improvemyemotional
financialcommitments
?Meetmyfinancialgoalsandchoices
?Absorbafinancialshock
Wellbeing
Employersleanintoemployeewellbeing
KeyFindings
Section1
Wellbeingasfoundational
Section2
Theneedfor
employeewellbeing
Section3
Employersaretakingaction
Contactus
6
Figure2.Companiesplantoexpandtheiruseofwellbeingasthebasisfortheirhumancapitalstrategy
::
v
Focusonphysical
Offerprogramsthatarefocusedonphysicalhealth,safetyandwellness(butnoformalstrategy)
Includemultiplewellbeingpillars
Offeracomprehensiveapproachtophysical,emotional,financialand
socialwellbeingthroughan
articulatedwellbeingstrategy
Embedintocompanyculture
Embedourwellbeingprogramsand
practicesintoourcompanyculture
andeffectivelycommunicateitsvaluetoemployeesthroughouttheyear
Humancapitalfoundation
Usewellbeingasthebasisforour
humancapitalstrategytosignaltothemarketabouttheorganization’spurpose,cultureandvaluesandtodifferentiatefromothercompaniesagainstwhichwecompetefortalent
17%
15%
32%
7%
30%
32%
21%
46%
Global
29%
26%
33%
11%
16%
18%
21%
45%
AsiaPacific
17%
13%
29%
32%
30%
8%
24%
47%
CEEMEA
15%
15%
27%
6%
32%
26%
25%
53%
LatinAmerica
33%
4%
23%
14%
11%
38%
33%
45%
NorthAmerica
16%
15%
27%
33%
35%
7%
22%
46%
WesternEurope
Now口Inthenextthreeyears
Section2
Theneedfor
employeewellbeing
Section3
Employersaretakingaction
Section1
Wellbeingasfoundational
Employersleanintoemployeewellbeing
KeyFindings
Contactus
7
Withthisstrategicfocusonwellbeing,employersarelinkingwellbeingtootherbusinessissuesandoutcomes—particularlytalentattractionand
retention,andtheirambitionsaroundDEI(Figure3).
Regionalspotlight
Morethanthree-quartersofemployersinNorthAmericaandhalfinEuropecalledoutthe
growingmentalhealthcrisisasakeybusinessissueinfluencingtheirwellbeingstrategy.
Figure3.Companiesusetheirwellbeingstrategytocompetefortalent
Whatarethekeybusinessissuesinfluencingyourorganization’swellbeingstrategy?
AsiaPacific
Central
EasternEurope,
MiddleEast,
andAfrica
Latin
America
NorthAmerica
WesternEurope
Global
1
Competition
Competition
Competition
Competition
Mental
Competition
fortalent
fortalent
fortalent
fortalent
health
fortalent
2
EmphasisonDEI
EmphasisonDEI
Flexible
work
arrangement
EmphasisonDEI
Competitionfortalent
EmphasisonDEI
3
Mentalhealth
Risingcosts
EmphasisonDEI
Flexible
work
arrangement
EmphasisonDEI
Mentalhealth
4
Flexible
work
arrangement
Business
performance/
Economy
Business
performance/
Economy
Mentalhealth
Employee
affordability
issues
Flexible
work
arrangement
5
Employeeproductivity
Flexible
work
arrangement
Mentalhealth
Employeeproductivity
Physicalhealth
ESGandClimate
6
Risingcosts
Employeeproductivity
Employeeproductivity
Business
performance/
Economy
Risingcosts
Employeeproductivity
7
Business
performance/
Economy
Mentalhealth
Risingcosts
ESGandClimate
Flexible
work
arrangement
Business
performance/
Economy
Section2
Theneedfor
employeewellbeing
Section3
Employersaretakingaction
Section1
Wellbeingasfoundational
Employersleanintoemployeewellbeing
KeyFindings
Contactus
8
Figure4.Employerstargetenhancementstotheemployeeexperience
Whatarethebusinessoutcomesyour
organizationistryingtoachievefromyourwellbeingstrategyoverthenextfewyears?
Enhanceemployeeexperience
81%
Improveemployeeproductivity
71%
Driveattractionandretention
67%
Reducecostofbenefits
41%
Enhanceexternalperceptions
40%
Note:Percentagesindicateitemselectedinthetop3.
Employersunderstandthatwellbeingisaboutmorethanjustmanaginghealthcarecosts.
It’saboutimprovingemployee—andthereforebusiness—performance.Theresultismore
ofafocusonstrategicoutcomes(Figure4).
Inparticular,theemployeeexperiencehascome
totheforefront,citedbyanoverwhelmingmajority(81%)ofemployersassomethingthattheytargetforimprovementthroughtheirwellbeingstrategy.
Section2
Theneedfor
employeewellbeing
Section3
Employersaretakingaction
Section1
Wellbeingasfoundational
Employersleanintoemployeewellbeing
KeyFindings
Contactus
9
Section2.Theneedforemployeewellbeing
Recenteffortsbyemployerstoenhance
Figure5.Opportunitiesexistforemployerstoimproveprogrameffectiveness
theirapproachtowellbeinghave
Howlikelyareyoutorecommendyouremployer’swellbeinginitiativesandresourcestofriendsandfamily?
resultedinbetteremployeeperceptionofwellbeinginitiativesofferedat
work(Figure5).Whileemployees’
–15
perceptionsoftheiremployer-
NetPromoterScore=Promoters–Detractors
NPSofwellbeinginitiatives
(Promoters–Detractors)
sponsoredbenefitshavegrownmorepositivepost-pandemic,globally,theyarestillanetdetractorat–15NPS.
Someregionsaremorepositivethanothers;forinstance,inAsiaPacific
likely
0
1
2
3
4
5
6
7
8
9
10
Extremelylikely
Notatall
Employees
whoare
dissatisfied
Promoters
Employees
whoare
engaged
andLatinAmerica,theNPSscoreis–1comparedwith–19inNorthAmericaand–35inWesternEurope.
Passives
Employees
whoare
indifferent
Detractors
However,two-thirdsofemployees
continuetoexperiencemoderatetomajorproblemswiththeirwellbeing(Figure6).
15%
13%
12%
12%
7%
10%
5%
4%
3%
2%
41%33%26%
19%
Note:Percentagesmaynotadduptototalduetorounding.
Source:2019and2024GlobalBenefitsAttitudesSurvey,Global
Section2
Theneedfor
employeewellbeing
Section3
Employersaretakingaction
Section1
Wellbeingasfoundational
Employersleanintoemployeewellbeing
KeyFindings
Contactus
10
Figure6.Manyemployeesreportmoderateormajorwellbeingissues
Employersneedtocontinuetoevolvetheirapproach—andseekfeedbackfromemployeestoensurethatthe
Haveyoufacedsignificantchallengesorissueswiththefollowinginthepastyear?
Financialwellbeing
Nearlyhalfofemployeeshavemoderateormajorissuesinatleasttwoareasofwellbeing
Noneorminor*
Twoor
38%
moreareas
43%
27%
70%
Emotionalwellbeing
41%
26%
67%
wellbeinginitiativesofferedaretrulymeetingtheirneedsandexpectations.
Regionalspotlight
Employeesgloballycalledoutfinancialwellbeingastheareathattheywerestrugglingwiththe
most,with50%citingthattheyhadmajoror
moderatechallengesinthisareainCentral&
EasternEurope,MiddleEast&Africa(CEEMEA)andNorthAmerica.
Physicalwellbeing
46%
39%
28%
67%
Socialwellbeing
31%
26%
57%
Onearea
17%
Minor
Majorormoderate
*16%reportnoissues
Note:PercentagesmaynotsumtototalduetoroundingSource:2024GlobalBenefitsAttitudesSurvey
Section2
Theneedfor
employeewellbeing
Section3
Employersaretakingaction
Section1
Wellbeingasfoundational
Employersleanintoemployeewellbeing
KeyFindings
Contactus
11
Weunderstandmoreofwherethegapsreallyarewhenwelookatthedifferencebetweenwhere
employersarefocusedandwhereemployeesneedthemosthelp.Whilecompaniesarefocusingon
prioritizingemotionalandphysicalwellbeing
(Figure7),employeesarelookingforalotmoresupportwiththeirfinancialwellbeing.
Figure7.Employerprioritiesaremisalignedwithemployeeneeds
Pleaserankhowyourorganizationwillprioritizethefollowingaspectsofyourwellbeingprogramoverthenextthreeyears.
Rankedtop2
Emotionalwellbeing
Physicalwellbeing
Employeeexperience
Social
wellbeing
Financialwellbeing
Employer
66%
52%
50%
17%
22%
Employee*
41%
40%
40%
20%
59%
Gap
(Employer—Employee)
+25
+12
+10
–3
–37
Greater
employerfocus
Greater
employeefocus
Q:*Whichareawouldyoulikeyouremployertohelpyouwithmostoverthenextthreeyears?
Pleaserankthetopareasinorderofimportance,whereoneismostimportant,twoissecondmostimportant,etc.
Note:Percentagesindicateitemselectedinthetoptwo.
Source:2024WellbeingDiagnosticSurvey,Global;2024GlobalBenefitsAttitudesSurvey,Global
Section2
Theneedfor
employeewellbeing
Section3
Employersaretakingaction
Section1
Wellbeingasfoundational
Employersleanintoemployeewellbeing
KeyFindings
Contactus
12
Section3.Employersaretakingaction
Regionalspotlight
InAsiaPacific,44%ofemployersareprioritizing
costoptimizationinwellbeingdelivery,comparedto33%ofemployersglobally.
Employersrecognizethechallengesandare
addressingtheminavarietyofways.Whenlookingahead,morethanhalfofemployerscitedactions
aroundcommunication(56%)andcreatingahealthyworkculture(55%)(Figure8)aspriorities.
Figure8.Companiesplantoboostcommunicationandconnectwellbeingtocompanyculture
Communication
Bettercommunicateabouttheprogramsofferedandusesegmentedapproachestotailoroutreach
Culture
Createaworkingenvironmentthatencouragesemployeestolivehealthylives
Diversity,equityandinclusion
SupportDEIgoalswithinwellbeingprograms,benefitofferingsandvendorpartnerships
Employeesensing
Regularoutreachtoemployeesabouttheirexperiencewiththewellbeingprogram
Whatareyourorganization’stopprioritiesforhowitwilldeliveronyourwellbeingstrategyoverthenextthreeyears?
56%55%42%37%
Section2
Theneedfor
employeewellbeing
Section3
Employersaretakingaction
Section1
Wellbeingasfoundational
Employersleanintoemployeewellbeing
KeyFindings
Contactus
13
Wealsoseearangeoftacticsthathigh-effectivenesscompaniesaredoingnow—andwhattheyplantodointhefuture.
Inparticular,itisimportantforemployerstoleanintofinancialwellbeing,giventheacute
employeeneedsinthisarea.Employersareaddressingtheseneedsinseveralways,including:
Offeringnavigationanddecisionsupporttohelpmaximizeprogramsinplace
Offeringcoachingtohelpbuildfinancialresilienceskills
思
Educatingemployeesonthevariousfinancialissuestheymayface
Offeringpersonalizedfinancialdecisionsupport
Addressingaffordabilitythroughatotalrewardlens,lookingathealth,riskandretirementbenefits,aswellaspay,and
connectingtheirstrategytoDEIgoals
Formoretacticsaroundotherpartsofthewellbeingstrategy,seepages15and16.
Section2
Theneedfor
employeewellbeing
Section3
Employersaretakingaction
Section1
Wellbeingasfoundational
Employersleanintoemployeewellbeing
KeyFindings
Contactus
14
Toptacticsthathighlyeffectivecompaniesaredoingmoreofnow
Sustainresources
Integratewellbeingintokeybusinessprocessesandwaysofworkingto
ensureresourcesforwellbeingare
sustainedregardlessofbusinessconditions
Prioritize
Establishamechanismforprioritizingprogramsandevaluatingongoing
effectiveness
Createcohesivemessaging
Developacohesivestoryconnectingleaders,managersandemployees
andprovideregularmessagingfrom
leadersontheimportanceofwellbeing
Developmentalhealthstrategy
Developanorganization-widementalhealthstrategyandactionplanthat
goesbeyondEAP
Communicateandcollaborate
Developancommunicationchannelacrosswellbeinginitiativesand
stakeholdersandconnectDEIgoalsandobjectives
Integrateworkplacesafety
Integrateworkplacesafetywithwellbeingstrategyandprograms
Note:Highlyeffectivecompaniesarebetween40and49percentagepointsmorelikelytobetakingactionontheseitemsthancompanieswithloweffectivenessscores.
Section2
Theneedfor
employeewellbeing
Section3
Employersaretakingaction
Section1
Wellbeingasfoundational
Employersleanintoemployeewellbeing
KeyFindings
Contactus
15
Toptacticsthathighlyeffectivecompaniesareplanningtodonext
Buildtheroadmap
Developamultilayerroadmapthat
commitstotheorganization’swellbeingprioritiesandconnectsemployees,
managerandleaderstothewellbeingstrategy
Focusonmanagers
Providemanagertrainingandtools
toidentifyandrespondtoemployees’wellbeingissuesandmeasuremanagersupportofemployeewellbeing
Doubledownonmentalhealth
Takestepstoidentifytheleading
causesofstressandburnoutwithyourworkforce;strengthenpoliciesandprocedureforrespondingto
mentalhealthemergencies
Personalizetools
Usedatatoidentifyspecificindividualsorsubgroupstopersonalizetoolsandselectrelevantwellbeingprogram(s)
orgapsincare
Solveforfinancialwellbeing
Addressemployeeaffordabilitybyintegratingpay,health,risk
andretirementbenefitsandwellbeingdecisions
Measure,measure,measure
Developameasurementstrategythat
establishesclearandquantifiableobjectivesoveramultilayerperiod,usingavarietyoffinancialand
nonfinancialmetrics
Note:Listbasedonthepercentageofplanningorconsideringandrangesfrom25%to39%.
Section2
Theneedfor
employeewellbeing
Section3
Employersaretakingaction
Section1
Wellbeingasfoundational
Employersleanintoemployeewellbeing
KeyFindings
Contactus
16
Afterdecadesofprogrammaticapproachesthatfocusedon
physicalhealthandsafety,organizationshaveturnedthecornertoembracewellbeingasafoundationalaspectoftheirhuman
capitalstrategy.Gettingitright,andthereforeensuringsustainedeffortandinvestment,isgoingtorequireongoingmeasurement,usingdata-driveninsights.FromprogrameffectivenessmeasurestoemployeefeedbackandmanagerKPI’s,organizationsneeda
measurementstrategythatultimatelylinksemployeewellbeingtobusinessperformance,demonstratingthevalueofwellbeingtoallstakeholders.
Section2
Theneedfor
employeewellbeing
Section3
Employersaretakingaction
Section1
Wellbeingasfoundational
Employersleanintoemployeewellbeing
KeyFindings
Contactus
17
Interestedinbenchmarkingyourorganization’swellbeingstrategy?
WTWresearchhasidentifiedthebestpracticesand
programsmostcloselyassociatedwithdesiredhealthandwellbeingoutcomes.
Weevaluatetheeffectivenessofcompanies’wellbeingprogramsusing24questionsacross5wellbeingareas(physical,emotional,financial,socialandemployee
experience)tosummarizeallfacetsofaneffective
wellbeingprogramintoasinglevariable—theOverallHealthandProductivityEffectiveness(OHPE)score.
TheOHPEscoreisusedtosegmentcompaniesintothreegroupstoidentifytheprogramsthataremostassociatedwiththehighlyeffectivecompanies.
Usingdifferenceinmeansstatisticalanalysisacrosstheeffectivenessgroupsandexpertevaluation,
weidentified44bestpractices(8ineachwellbeingpillarand12inemployeeexperience)outof130
programs,activitiesandpoliciesthataremost
associatedwithcompaniesthathavehighlyeffectivewellbeingprogr
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