Paket Promo Haji di Tangerang Hubungi 021-9929-2337 atau 0821-2406-5740 Alhijaz Indowisata adalah perusahaan swasta nasional yang bergerak di bidang tour dan travel. Nama Alhijaz terinspirasi dari istilah dua kota suci bagi umat islam pada zaman nabi Muhammad saw. yaitu Makkah dan Madinah. Dua kota yang penuh berkah sehingga diharapkan menular dalam kinerja perusahaan. Sedangkan Indowisata merupakan akronim dari kata indo yang berarti negara Indonesia dan wisata yang menjadi fokus usaha bisnis kami.

Paket Promo Haji di Tangerang Alhijaz Indowisata didirikan oleh Bapak H. Abdullah Djakfar Muksen pada tahun 2010. Merangkak dari kecil namun pasti, alhijaz berkembang pesat dari mulai penjualan tiket maskapai penerbangan domestik dan luar negeri, tour domestik hingga mengembangkan ke layanan jasa umrah dan haji khusus. Tak hanya itu, pada tahun 2011 Alhijaz kembali membuka divisi baru yaitu provider visa umrah yang bekerja sama dengan muassasah arab saudi. Sebagai komitmen legalitas perusahaan dalam melayani pelanggan dan jamaah secara aman dan profesional, saat ini perusahaan telah mengantongi izin resmi dari pemerintah melalui kementrian pariwisata, lalu izin haji khusus dan umrah dari kementrian agama. Selain itu perusahaan juga tergabung dalam komunitas organisasi travel nasional seperti Asita, komunitas penyelenggara umrah dan haji khusus yaitu HIMPUH dan organisasi internasional yaitu IATA.

Paket Promo Haji di Tangerang

Saco-Indonesia.com - Minggu sore pekan lalu, Gerald begitu bersemangat menangkap bola.

Saco-Indonesia.com - Minggu sore pekan lalu, Gerald begitu bersemangat menangkap bola. Matanya sigap merespon lemparan bola dari pelatih. Tubuhnya sudah banjir keringat dan baju bola serba hitamnya basah. Dia berlari dengan handuk menempel di tangan menuju penjual air kemasan di luar lapangan. Hausnya sirna tersiram isi botol berkeringat uap es.

Bersama rekannya, Izzan, Gerald keluar lapangan saat jam istirahat meneguk air kemasan mineral untuk menghilangkan dahaga. Saban pekan mereka berdua datang ke lapangan hoki di Senayan, Jakarta Pusat, mengikuti Sekolah Bola Tik Tak. Keduanya merupakan bekas peserta didik Liverpool Internasional Football Academy. Sejak sekolah bola Liverpool ditutup, mereka tetap berlatih di lapangan Hoki Senayan dan bergabung dengan Tik Tak.

Kepala pelatih Sekolah Bola Tik Tak Yahya mengatakan Liverpool Internasional Football Academy sudah tutup sejak Agustus tahun lalu. Tidak ada alasan jelas penutupan sekolah sepakbola bertaraf internasional itu. Padahal sejak berdiri Juli 2011 peminatnya terbilang banyak. Total peserta didik saat tutup di Jakarta dan Pekanbaru sebanyak 500 orang.

"Sudah tutup sejak lebaran kemarin," kata Yahya kepada merdeka.com akhir pekan lalu. Selain tutup tanpa alasan, pengelola Liverpool Internasional Football Academy juga enggan memberikan pemberitahuan kepada para peserta didik.

Seorang pedagang air kemasan di Senayan mengaku disuruh berbohong oleh pihak Liverpool Internasional Football Academy terkait penutupan sekolah sepak bola itu. "Kalau ada yang tanya kita disuruh bilang pindah, padahal tutup sejak puasa tahun kemarin," ujarnya.

Yahya selaku mantan kepala operasional di SSB Liverpool mengaku sejak sekolah bola waralaba Liverpool itu hadir di Indonesia banyak tawaran untuk membuka cabang di berbagai daerah. Namun sayang, baru membuka dua cabang di Jakarta dan di Pekanbaru, Riau, mereka sudah tutup. Padahal kontrak kemitraan di Indonesia sebagai waralaba berjalan lima tahun.

Yahya mengaku tidak tahu alasan penutupan SSB Liverpool lantaran manajemen SSB Liverpool menolak memberi keterangan. "Kalau mau dibilang rugi kayaknya enggak. Kan kontrak waralaba itu lima tahun, ini baru satu tahun lebih sudah tutup," tutur Yahya. Kabar berkembang lantaran masing-masing pemodal asal Indonesia mengundurkan diri tanpa sebab.

Untuk bisa menikmati latihan di Liverpool Internasional Football Academy biayanya tidak murah mulai dari Rp 750 ribu sampai Rp 1.6 juta. Sedangkan Sekolah Sepak Bola Internasional Arsenal mematok tarif pendaftaran Rp 500 ribu untuk usia di bawah enam tahun dan Rp 1.5 juta buat umur di bawah 16 tahun.

Yahya selaku kepala pelatih di Tik Tak dan pernah melatih di SSB Arsenal dan Liverpool itu melihat sekolah sepak bola asing tidak serius mengembangkan sepak bola Indonesia. Keberadaan mereka dinilai mengambil kepentingan bisnis.

"Kalau mereka serius, mereka bikin fasilitas di sini. Mulai dari lapangan milik sendiri, yang ada semua sewa," kata Yahya. Meski mereka tidak menjual pernak-pernik klub, namun keberadaan sekolah berkedok klub sepak bola internasional sangat menguntungkan. "Termasuk melebarkan nama mereka di sini."

Anggota Komite Eksekutif Pembinaan Usia Muda Persatuan Sepak Bola Seluruh Indonesia La Siya mengaku tidak mengawasi secara khusus terkait menjamurnya sekolah sepak bola bertaraf internasional. Menurut dia, kehadiran SSB asing hanya mencari keuntungan semata hal wajar. "Terpenting SSB asing itu ikut membangun perkembangan sepak bola Indonesia pada usia dini," katanya saat dihubungi melalui telepon selulernya.

Sumber:kompas.com

Editor : Maulana Lee

saco-indonesia.com, Wakil Gubernur DKI Jakarta Basuki Tjahaja Purnama (Ahok) akan berencana menggunakan angkutan umum sesuai den

saco-indonesia.com, Wakil Gubernur DKI Jakarta Basuki Tjahaja Purnama (Ahok) akan berencana menggunakan angkutan umum sesuai dengan Instruksi Gubernur Nomor 150 Tahun 2013 tentang pelarangan kendaraan bermotor bagi PNS Pemprov DKI di hari Jumat pada pekan pertama setiap bulannya.

Bahkan, Ahok berencana untuk dapat mengajak seluruh penghuni kompleks yang berada di jalur tersebut untuk ikut naik bus menuju kantornya masing-masing. Seperti yang telah diketahui, Dinas Perhubungan DKI Jakarta telah menyediakan 18 unit Bus Kota Terintegrasi Busway (BKTB) dari Pantai Indah Kapuk menuju Monumen Nasional.

"Benar mau ajak teman-teman yang di perumahan untuk mau naik bus. Jumat (07/2) besok fixed pake BKTB," ujar Ahok di Balai Kota, Selasa (4/2).

Ahok juga mengaku akan memantau terus respons dari masyarakat di daerah tersebut terhadap BKTB. Mantan bupati Belitung Timur ini juga menambahkan adanya BKTB untuk daerah perumahan kompleks menengah ke atas akan mengalihkan warga yang berada di daerah tersebut untuk pindah ke angkutan umum.

"Ini maksa orang secara halus. Kalau naik bus lebih cepat, maka saya akan turun dari mobil saya. Terutama tiap Jumat pertama awal bulan," kata Ahok.

Sebelumnya, pada bulan Januari lalu, Ahok juga tetap menggunakan mobil dinasnya untuk pergi ke Kantor Balaikota, Jakarta Pusat. Ahok telah beralasan tidak efisien jika dirinya harus naik angkutan umum lantaran pada saat itu bus sedang yang melewati jalur rumah Ahok belum ada.

Selain itu, lanjut Ahok, dengan menggunakan angkutan umum akan memakan waktur lama karena Ahok juga harus berganti-ganti jalur Transjakarta. Namun, Ahok juga pernah menggunakan bus Transjakarta pada Rabu (15/1) malam lalu. Saat itu, Ahok terjebak macet dan Ahok turun dari kendaraan pribadinya untuk menggunakan bus Transjakarta. Ahok naik dari Halte Sarinah menuju Halte Transjakarta Ratu Plaza.

Ahok juga bercerita pada saat itu bus Transjakarta yang dinaikinya kosong sehingga dia duduk di paling belakang. Namun, tidak ada masyarakat yang mengenali Ahok karena Ahok memakai pakaian biasa bukan pakaian dinas.

"Saya duduk karena kosong, ada yang bilang 'Pak, Pak, ini buat perempuan, Pak.' Dia nggak ngenalin aku kan soalnya. Aku kan tidak tahu. Aku kan nyelonong gitu," kenang Ahok.


Editor : Dian Sukmawati

Even as a high school student, Dave Goldberg was urging female classmates to speak up. As a young dot-com executive, he had one girlfriend after another, but fell hard for a driven friend named Sheryl Sandberg, pining after her for years. After they wed, Mr. Goldberg pushed her to negotiate hard for high compensation and arranged his schedule so that he could be home with their children when she was traveling for work.

Mr. Goldberg, who died unexpectedly on Friday, was a genial, 47-year-old Silicon Valley entrepreneur who built his latest company, SurveyMonkey, from a modest enterprise to one recently valued by investors at $2 billion. But he was also perhaps the signature male feminist of his era: the first major chief executive in memory to spur his wife to become as successful in business as he was, and an essential figure in “Lean In,” Ms. Sandberg’s blockbuster guide to female achievement.

Over the weekend, even strangers were shocked at his death, both because of his relatively young age and because they knew of him as the living, breathing, car-pooling center of a new philosophy of two-career marriage.

“They were very much the role models for what this next generation wants to grapple with,” said Debora L. Spar, the president of Barnard College. In a 2011 commencement speech there, Ms. Sandberg told the graduates that whom they married would be their most important career decision.

In the play “The Heidi Chronicles,” revived on Broadway this spring, a male character who is the founder of a media company says that “I don’t want to come home to an A-plus,” explaining that his ambitions require him to marry an unthreatening helpmeet. Mr. Goldberg grew up to hold the opposite view, starting with his upbringing in progressive Minneapolis circles where “there was woman power in every aspect of our lives,” Jeffrey Dachis, a childhood friend, said in an interview.

The Goldberg parents read “The Feminine Mystique” together — in fact, Mr. Goldberg’s father introduced it to his wife, according to Ms. Sandberg’s book. In 1976, Paula Goldberg helped found a nonprofit to aid children with disabilities. Her husband, Mel, a law professor who taught at night, made the family breakfast at home.

Later, when Dave Goldberg was in high school and his prom date, Jill Chessen, stayed silent in a politics class, he chastised her afterward. He said, “You need to speak up,” Ms. Chessen recalled in an interview. “They need to hear your voice.”

Years later, when Karin Gilford, an early employee at Launch Media, Mr. Goldberg’s digital music company, became a mother, he knew exactly what to do. He kept giving her challenging assignments, she recalled, but also let her work from home one day a week. After Yahoo acquired Launch, Mr. Goldberg became known for distributing roses to all the women in the office on Valentine’s Day.

Ms. Sandberg, who often describes herself as bossy-in-a-good-way, enchanted him when they became friendly in the mid-1990s. He “was smitten with her,” Ms. Chessen remembered. Ms. Sandberg was dating someone else, but Mr. Goldberg still hung around, even helping her and her then-boyfriend move, recalled Bob Roback, a friend and co-founder of Launch. When they finally married in 2004, friends remember thinking how similar the two were, and that the qualities that might have made Ms. Sandberg intimidating to some men drew Mr. Goldberg to her even more.

Over the next decade, Mr. Goldberg and Ms. Sandberg pioneered new ways of capturing information online, had a son and then a daughter, became immensely wealthy, and hashed out their who-does-what-in-this-marriage issues. Mr. Goldberg’s commute from the Bay Area to Los Angeles became a strain, so he relocated, later joking that he “lost the coin flip” of where they would live. He paid the bills, she planned the birthday parties, and both often left their offices at 5:30 so they could eat dinner with their children before resuming work afterward.

Friends in Silicon Valley say they were careful to conduct their careers separately, politely refusing when outsiders would ask one about the other’s work: Ms. Sandberg’s role building Facebook into an information and advertising powerhouse, and Mr. Goldberg at SurveyMonkey, which made polling faster and cheaper. But privately, their work was intertwined. He often began statements to his team with the phrase “Well, Sheryl said” sharing her business advice. He counseled her, too, starting with her salary negotiations with Mark Zuckerberg.

“I wanted Mark to really feel he stretched to get Sheryl, because she was worth it,” Mr. Goldberg explained in a 2013 “60 Minutes” interview, his Minnesota accent and his smile intact as he offered a rare peek of the intersection of marriage and money at the top of corporate life.

 

 

While his wife grew increasingly outspoken about women’s advancement, Mr. Goldberg quietly advised the men in the office on family and partnership matters, an associate said. Six out of 16 members of SurveyMonkey’s management team are female, an almost unheard-of ratio among Silicon Valley “unicorns,” or companies valued at over $1 billion.

When Mellody Hobson, a friend and finance executive, wrote a chapter of “Lean In” about women of color for the college edition of the book, Mr. Goldberg gave her feedback on the draft, a clue to his deep involvement. He joked with Ms. Hobson that she was too long-winded, like Ms. Sandberg, but aside from that, he said he loved the chapter, she said in an interview.

By then, Mr. Goldberg was a figure of fascination who inspired a “where can I get one of those?” reaction among many of the women who had read the best seller “Lean In.” Some lamented that Ms. Sandberg’s advice hinged too much on marrying a Dave Goldberg, who was humble enough to plan around his wife, attentive enough to worry about which shoes his young daughter would wear, and rich enough to help pay for the help that made the family’s balancing act manageable.

Now that he is gone, and Ms. Sandberg goes from being half of a celebrated partnership to perhaps the business world’s most prominent single mother, the pages of “Lean In” carry a new sting of loss.

“We are never at 50-50 at any given moment — perfect equality is hard to define or sustain — but we allow the pendulum to swing back and forth between us,” she wrote in 2013, adding that they were looking forward to raising teenagers together.

“Fortunately, I have Dave to figure it out with me,” she wrote.

Mr. Haroche was a founder of Liberty Travel, which grew from a two-man operation to the largest leisure travel operation in the United States.

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