Promo Umroh di Pontianak 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.

Promo Umroh di Pontianak 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.

Promo Umroh di Pontianak

Saco-Indonesia.com - Penderita kanker di negara ini mendapat beban vonis dua kali.

Saco-Indonesia.com - Penderita kanker di negara ini mendapat beban vonis dua kali. Selain usia dipastikan berakhir oleh dokter saat stadium mencapai tahap lanjut, vonis kedua adalah mahalnya ongkos harus dikeluarkan untuk obatnya.

Ambil contoh harga sorafenib, zat kimia penting bagi penderita kanker hati atau ginjal supaya perkembangan sel jahat berkurang. Seorang pasien butuh hingga Rp 50-an juta menebus obat itu buat konsumsi rutin sebulan.

Itu di luar biaya kemoterapi Rp 2-6 juta sekali sesi. Tak salah bila Yayasan Kanker Indonesia melansir kira-kira satu penderita butuh biaya Rp 102 juta per bulan untuk mempertahankan hidupnya.

Komponen obat jadi salah satu paling membebani. Hal itu dibenarkan oleh Marius Widjajarta, dokter masuk tim perumus harga obat Kementerian Kesehatan. "Obat riset itu mencakup 20 persen dari yang beredar di pasaran. Rata-rata memang untuk penyakit-penyakit berat, kanker, HIV, flu burung, dan semacamnya. Harganya mahal karena ada paten yang harus dibayarkan pada perusahaan sebagai penemunya," ujarnya kepada merdeka.com awal bulan ini.

Akan tetapi kondisi ini bukannya tanpa jalan keluar. Khususnya supaya harga obat lebih terjangkau bagi penderita penyakit kronis. Akar dari mahalnya obat paten adalah Trade-Related Aspects of Intellectual Property Rights (TRIPS). Ini beleid perlindungan hak paten produsen obat hasil riset wajib dipatuhi Organisasi Perdagangan Dunia (WTO).

Hal itu disampaikan pengamat isu kesehatan dari lembaga swadaya Indonesia for Global Justice, Rachmi Hertanti. Dia meyakini beban ongkos paten menjerat itu masih bisa dilobi pemerintah.

Itu berkaca pada artikel nomor 31 dari ketentuan WTO mengenai TRIPS. "Setiap anggota bebas menggunakan metode sesuai dalam mengimplementasikan ketentuan terdapat dalam perjanjian sesuai ketentuan hukum mereka miliki."

"Artinya suatu negara dibolehkan memproduksi atau mengimpor obat dari pihak ketiga, tidak harus dari pemegang paten, jika ada suatu situasi-situasi yang dianggap darurat," ujar Rachmi. "Sehingga harganya bisa jadi lebih murah."

Pemerintah bukannya tidak mengetahui celah hukum itu. Terbukti pada Oktober 2012, Susilo Bambang Yudhoyono mengeluarkan keputusan presiden mengesampingkan paten dari tujuh obat HIV/AIDS dan hepatitis C dimiliki oleh Merck & Co, GlaxoSmithKline, Bristol-Myers Squibb, Abbott, dan Gilead.

Dampaknya segera dirasakan pasien karena harga obat paten langsung menjadi lebih murah. Contohnya beban belanja lopinavir dan ritonavir dibutuhkan penderita HIV memperpanjang hidupnya menjadi tak sampai Rp 100 ribu buat kebutuhan sebulan.

Rachmi menyatakan pemerintah bisa mengupayakan harga obat paten lain diturunkan meniru kebijakan buat penderita HIV. "Penyakit kanker atau jantung, sebenarnya hampir 70 persen dari penyebab kematian di negara kita, butuh kebijakan serupa," tuturnya.

Apalagi negara di kawasan sudah menjalankan negosiasi TRIPS. Ambil contoh Thailand pada 2008 menerbitkan lisensi mengabaikan paten buat beberapa jenis obat kanker. Hasilnya, harga docetaxel dan letrozol turun 24 kali lipat dari harga normal. Negeri Gajah Putih ini juga mengabaikan paten buat clopidogrel biasa dikonsumsi penderita kanker paru sehingga harganya turun 91 persen dari pasaran.

India lebih agresif lagi mengabaikan paten. Data Organisasi kemanusiaan medis internasional Medecins Sans Frontieres/Dokter Lintas Batas (MSF) menunjukkan negara itu mengabaikan paten atas sorafenib. Obat kanker itu dari awalnya seharga hampir Rp 50 juta, turun drastis menjadi hanya Rp 1,7 jutaan.

Negeri Sungai Gangga, melalui Mahkamah Agung , memaksa perusahaan obat Bayer asal Jerman pada 2012 melepas hak eksklusif paten atas bermacam obat kanker.

"Thailand dan India nyatanya berani, ini perkara kemauan politik saja," kata Rachmi menegaskan.

Masalahnya, pemerintah akhir tahun lalu justru memperlemah daya saing industri farmasi lokal melalui revisi Daftar Negatif Investasi (DNI) untuk sektor farmasi. Perusahaan luar tadinya hanya boleh menguasai 75 persen saham, kini diperbesar jatahnya menjadi 85 persen.

Situasi ini akan membuat mereka semakin dominan dibanding pabrik obat lokal. Sebab, 24 perusahaan asing beroperasi di Indonesia menguasai 80 persen pasar obat paten.

Rachmi mengingatkan kesuksesan India dan Thailand disokong oleh kesiapan farmasi lokalnya memproduksi obat tersebut. Artinya, tanpa ada industri dalam negeri kuat, pengabaian TRIPS jadi percuma. "Kalau asing semakin diperlonggar masuk ke Indonesia, dia harus diwajibkan kerja sama transfer teknologi dengan BUMN farmasi," usulnya.

Marius punya gagasan lain lagi. Dia melihat beberapa obat bermerek dikuasai farmasi asing patennya sudah kadaluarsa. Artinya, status mereka hanyalah generik bermerek. Obat-obat semacam itu, misalnya Topamax, dibutuhkan penderita epilepsi, wajib dikontrol Kementerian Kesehatan.

Dia mengaku punya data generik bermerek adalah satu satu sektor harganya gila-gilaan tanpa pernah dikontrol. "Obat merek itu harganya dilepas begitu saja. Data saya ada yang 40-60 kali lipat dari harga generiknya," kata Marius.

Ini juga perkara kemauan politik. Kenyataannya, Marius melihat data harga obat dipasok industri untuk program pemerintah dilepas hanya 3-4 kali dari biaya produksi. "Mekanisme pengendalian harga jual harus dibuat," kata Ketua Yayasan Pemberdayaan Konsumen Kesehatan Indonesia ini.

Editor : Maulana Lee

Sumber : Merdeka.com

Perkenalkan kami dari perusahaan rental dan sewa mobil jakarta terbaik dan paling murah, walaupun harga rental mobil kami murah.

Perkenalkan kami dari perusahaan rental dan sewa mobil jakarta terbaik dan paling murah, walaupun harga rental mobil kami murah. Namun, kami tetap lebih mengutamakan kualitas dari segi pelayanan ini. Jika anda ingin menyewa mobil paling terbaik dan biaya terjangkau anda juga bisa menghubungi kami. Dengan pelayanan kami yang Fast Respone kami akan membuat anda semakin puas akan p'layanan kami ini. Driver kami mengetahui perjalanan di seluk beluk Ibu Kota DKI Jakarta ini. Dengan pengalaman driver kami yang profesional mampu untuk memberikan solusi-solusi dalam perjalanan anda. Dengan pengalaman yang bertahun-tahun driver kami pasti mengetahui semua seluk beluk perjalanan di seluk beluk Ibu kota ini. Serta driver kami mampu memberikan solusi-solusi perjalanan di tempat wisata yang paling menarik. Kami juga menerima perjalanan Luar Kota seperti Jabodetabek, Jawa, Bali, Dan Lain-lain.

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Kami menerima rental mobil harian bagi semua konsumen-konsumen kami yang memerlukan perjalanan hanya dalam harian saja. Paket rental mobil jakarta harian ini kami memberikan beban biaya yang sangat-sangat murah untuk semua calon penumpang-penumpang kami ini.

Kami juga telah menerima sewa mobil bulanan yang dimana menghubungkan jasa kami dengan pihak lembaga perusahaan-perusahaan. Sudah banyak pihak perusahaan yang join travel dengan kami. Dengan paket yang sudah di standarkan pastinya kami memberikan budget-budget yang murah bagi perusahaan atau perorangan yang ingin menyewa sewa mobil bulanan milik kami ini.

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.

Imagine an elite professional services firm with a high-performing, workaholic culture. Everyone is expected to turn on a dime to serve a client, travel at a moment’s notice, and be available pretty much every evening and weekend. It can make for a grueling work life, but at the highest levels of accounting, law, investment banking and consulting firms, it is just the way things are.

Except for one dirty little secret: Some of the people ostensibly turning in those 80- or 90-hour workweeks, particularly men, may just be faking it.

Many of them were, at least, at one elite consulting firm studied by Erin Reid, a professor at Boston University’s Questrom School of Business. It’s impossible to know if what she learned at that unidentified consulting firm applies across the world of work more broadly. But her research, published in the academic journal Organization Science, offers a way to understand how the professional world differs between men and women, and some of the ways a hard-charging culture that emphasizes long hours above all can make some companies worse off.

Photo
 
Credit Peter Arkle

Ms. Reid interviewed more than 100 people in the American offices of a global consulting firm and had access to performance reviews and internal human resources documents. At the firm there was a strong culture around long hours and responding to clients promptly.

“When the client needs me to be somewhere, I just have to be there,” said one of the consultants Ms. Reid interviewed. “And if you can’t be there, it’s probably because you’ve got another client meeting at the same time. You know it’s tough to say I can’t be there because my son had a Cub Scout meeting.”

Some people fully embraced this culture and put in the long hours, and they tended to be top performers. Others openly pushed back against it, insisting upon lighter and more flexible work hours, or less travel; they were punished in their performance reviews.

The third group is most interesting. Some 31 percent of the men and 11 percent of the women whose records Ms. Reid examined managed to achieve the benefits of a more moderate work schedule without explicitly asking for it.

They made an effort to line up clients who were local, reducing the need for travel. When they skipped work to spend time with their children or spouse, they didn’t call attention to it. One team on which several members had small children agreed among themselves to cover for one another so that everyone could have more flexible hours.

A male junior manager described working to have repeat consulting engagements with a company near enough to his home that he could take care of it with day trips. “I try to head out by 5, get home at 5:30, have dinner, play with my daughter,” he said, adding that he generally kept weekend work down to two hours of catching up on email.

Despite the limited hours, he said: “I know what clients are expecting. So I deliver above that.” He received a high performance review and a promotion.

What is fascinating about the firm Ms. Reid studied is that these people, who in her terminology were “passing” as workaholics, received performance reviews that were as strong as their hyper-ambitious colleagues. For people who were good at faking it, there was no real damage done by their lighter workloads.

It calls to mind the episode of “Seinfeld” in which George Costanza leaves his car in the parking lot at Yankee Stadium, where he works, and gets a promotion because his boss sees the car and thinks he is getting to work earlier and staying later than anyone else. (The strategy goes awry for him, and is not recommended for any aspiring partners in a consulting firm.)

A second finding is that women, particularly those with young children, were much more likely to request greater flexibility through more formal means, such as returning from maternity leave with an explicitly reduced schedule. Men who requested a paternity leave seemed to be punished come review time, and so may have felt more need to take time to spend with their families through those unofficial methods.

The result of this is easy to see: Those specifically requesting a lighter workload, who were disproportionately women, suffered in their performance reviews; those who took a lighter workload more discreetly didn’t suffer. The maxim of “ask forgiveness, not permission” seemed to apply.

It would be dangerous to extrapolate too much from a study at one firm, but Ms. Reid said in an interview that since publishing a summary of her research in Harvard Business Review she has heard from people in a variety of industries describing the same dynamic.

High-octane professional service firms are that way for a reason, and no one would doubt that insane hours and lots of travel can be necessary if you’re a lawyer on the verge of a big trial, an accountant right before tax day or an investment banker advising on a huge merger.

But the fact that the consultants who quietly lightened their workload did just as well in their performance reviews as those who were truly working 80 or more hours a week suggests that in normal times, heavy workloads may be more about signaling devotion to a firm than really being more productive. The person working 80 hours isn’t necessarily serving clients any better than the person working 50.

In other words, maybe the real problem isn’t men faking greater devotion to their jobs. Maybe it’s that too many companies reward the wrong things, favoring the illusion of extraordinary effort over actual productivity.

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