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PT Perkebunan Nusantara IX selama beberapa tahun terakhir terus mengembangkan dan mengelola sejumlah perkebunan di wilayah Provinsi Jawa Tengah sebagai salah satu destinasi pariwisata dalam bentuk wisata agro.

BREBES, Saco-Indonesia - PT Perkebunan Nusantara IX selama beberapa tahun terakhir terus mengembangkan dan mengelola sejumlah perkebunan di wilayah Provinsi Jawa Tengah sebagai salah satu destinasi pariwisata dalam bentuk wisata agro. Selain Kampoeng Kopi Banaran di Bawen dan Ambarawa, saat ini pengembangan wisata agro Kebun Kaligua di Brebes dan Kebun Semugih di Pemalang juga terus ditingkatkan.

Direktur Utama PTPN IX Adi Prasongko mengatakan, pengembangan wisata agro dilakukan karena sejak 2005 bisnis wisata agro sangat menguntungkan PTPN. ”Karena menguntungkan, kami sudah tidak ragu lagi. Bahkan, ke depan wisata agro tak lagi diolah administratur, tetapi akan dikelola profesional dengan struktur sendiri,” ujarnya, Sabtu (1/6/2013), di Kebun Kaligua, Brebes. Jajaran direksi PTPN IX beserta Bupati Brebes menghadiri rangkaian acara Hari Ulang Tahun Ke-42 Pengolahan Teh Hitam di Kebun Kaligua.

Wisata agro Kebun Kaligua dan Kebun Semugih berada di kawasan perkebunan teh yang telah ada sejak zaman Belanda. Kebun Kaligua merupakan perkebunan teh di barat Gunung Slamet di Desa Pandansari, Kecamatan Paguyangan, Brebes. Kebun Semugih, perkebunan teh yang berada di lereng utara Gunung Slamet, berlokasi di Desa Banyumudal, Kecamatan Moga, Pemalang.

Sebagai bentuk keseriusan PTPN IX dalam mengembangkan wisata agro, di kedua kebun itu sedang dibangun mikrohidro atau pembangkit listrik dengan menggunakan tenaga air. Selain itu, dilakukan juga pembenahan dan pembangunan sarana penginapan yang lebih nyaman bagi wisatawan serta penambahan wahana permainan untuk menarik perhatian wisatawan, terutama anak-anak.

”Untuk informasi ke luar, kami akan membenahi website sehingga wisatawan yang ingin menikmati wisata alam mendapat informasi. Kami juga ingin menarik minat para fotografer, termasuk fotografer dunia, bahwa di sini ada obyek menarik yang layak difoto,” ujar Adi.

PTPN IX juga akan mengarahkan wisata agro pada generasi muda, terutama anak-anak, dalam bentuk edukasi. Ada rencana memadukan pariwisata panorama dengan industri yang ada, seperti pabrik teh. ”Jadi, pengelolaan teh bisa diketahui masyarakat umum,” ungkapnya.

Bupati Brebes Idza Priyanti mengungkapkan, Pemerintah Kabupaten Brebes mendukung upaya PTPN IX menjadikan Kebun Kaligua sebagai tempat wisata agro. Untuk saat ini, Pemkab akan membantu pemeliharaan jalan-jalan di desa yang menuju Kebun Kaligua.

”Sementara ini pemeliharaan dulu karena masih pembangunan mikrohidro. Harapan saya, APBD 2014 bisa alokasikan untuk membangun jalan di sini. Yang jelas, kami akan memperhatikan hal ini karena mendukung pariwisata,” paparnya.

Kebun Kaligua menawarkan panorama alam berupa hamparan kebun teh seluas 509 hektar. Di kebun ini, para wisatawan dapat mengunjungi pabrik pengolahan teh hitam. Kebun Semugih menawarkan pemandangan, pemetikan, budidaya, dan pengolahan teh. (son)

 

Sumber : Kompas Cetak/Kompas.com
Editor :Liwon Maulana

Salah satu sarana untuk menuju Haji Mabrur adalah memilih biro perjalanan haji yang bonafide, mau melayani jamaah haji dengan se

Salah satu sarana untuk menuju Haji Mabrur adalah memilih biro perjalanan haji yang bonafide, mau melayani jamaah haji dengan sepenuh hati, dan membimbing ibadah haji sesuai ajaran Nabi saw.

Trevel haji seperti itulah yang senantiasa dibutuhkan oleh para jamaah haji, sehingga ketika jamaah haji ingin melaksanakan ibadah, mereka bisa lebih khusyuk dan meresapi nilai-nilai ibadah.

Di antara sekian banyak biro trevel yang ada, yaitu Hikmah Sakti Perdana yang sudah berpengalaman dalam mengurusi jamaah haji dan umroh. Banyak paket-paket umroh yang ditawarkan kepada para jamaah.

Bagi yang ingin berhaji atauh umroh, dapat menghubungi kantor perwakilan Hikmah Sakti Perdana di: Pondok Pesantren Syafi’i Akrom, desa Jenggot Kota Pekalongan. Nomor kontak: 081542179705 (Yasir).

Sumber : http://ibadahhaji.wordpress.com

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From sea to shining sea, or at least from one side of the Hudson to the other, politicians you have barely heard of are being accused of wrongdoing. There were so many court proceedings involving public officials on Monday that it was hard to keep up.

In Newark, two underlings of Gov. Chris Christie were arraigned on charges that they were in on the truly deranged plot to block traffic leading onto the George Washington Bridge.

Ten miles away, in Lower Manhattan, Dean G. Skelos, the leader of the New York State Senate, and his son, Adam B. Skelos, were arrested by the Federal Bureau of Investigation on accusations of far more conventional political larceny, involving a job with a sewer company for the son and commissions on title insurance and bond work.

The younger man managed to receive a 150 percent pay increase from the sewer company even though, as he said on tape, he “literally knew nothing about water or, you know, any of that stuff,” according to a criminal complaint the United States attorney’s office filed.

The success of Adam Skelos, 32, was attributed by prosecutors to his father’s influence as the leader of the Senate and as a potentate among state Republicans. The indictment can also be read as one of those unfailingly sad tales of a father who cannot stop indulging a grown son. The senator himself is not alleged to have profited from the schemes, except by being relieved of the burden of underwriting Adam.

The bridge traffic caper is its own species of crazy; what distinguishes the charges against the two Skeloses is the apparent absence of a survival instinct. It is one thing not to know anything about water or that stuff. More remarkable, if true, is the fact that the sewer machinations continued even after the former New York Assembly speaker, Sheldon Silver, was charged in January with taking bribes disguised as fees.

It was by then common gossip in political and news media circles that Senator Skelos, a Republican, the counterpart in the Senate to Mr. Silver, a Democrat, in the Assembly, could be next in line for the criminal dock. “Stay tuned,” the United States attorney, Preet Bharara said, leaving not much to the imagination.

Even though the cat had been unmistakably belled, Skelos father and son continued to talk about how to advance the interests of the sewer company, though the son did begin to use a burner cellphone, the kind people pay for in cash, with no traceable contracts.

That was indeed prudent, as prosecutors had been wiretapping the cellphones of both men. But it would seem that the burner was of limited value, because by then the prosecutors had managed to secure the help of a business executive who agreed to record calls with the Skeloses. It would further seem that the business executive was more attentive to the perils of pending investigations than the politician.

Through the end of the New York State budget negotiations in March, the hopes of the younger Skelos rested on his father’s ability to devise legislation that would benefit the sewer company. That did not pan out. But Senator Skelos did boast that he had haggled with Gov. Andrew M. Cuomo, a Democrat, in a successful effort to raise a $150 million allocation for Long Island to $550 million, for what the budget called “transformative economic development projects.” It included money for the kind of work done by the sewer company.

The lawyer for Adam Skelos said he was not guilty and would win in court. Senator Skelos issued a ringing declaration that he was unequivocally innocent.

THIS was also the approach taken in New Jersey by Bill Baroni, a man of great presence and eloquence who stopped outside the federal courthouse to note that he had taken risks as a Republican by bucking his party to support paid family leave, medical marijuana and marriage equality. “I would never risk my career, my job, my reputation for something like this,” Mr. Baroni said. “I am an innocent man.”

The lawyer for his co-defendant, Bridget Anne Kelly, the former deputy chief of staff to Mr. Christie, a Republican, said that she would strongly rebut the charges.

Perhaps they had nothing to do with the lane closings. But neither Mr. Baroni nor Ms. Kelly addressed the question of why they did not return repeated calls from the mayor of Fort Lee, N.J., begging them to stop the traffic tie-ups, over three days.

That silence was a low moment. But perhaps New York hit bottom faster. Senator Skelos, the prosecutors charged, arranged to meet Long Island politicians at the wake of Wenjian Liu, a New York City police officer shot dead in December, to press for payments to the company employing his son.

Sometimes it seems as though for some people, the only thing to be ashamed of is shame itself.

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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