Bekasi, Saco-Indonesia.com — Dari beberapa pelacakan aset yang dilakukan Komisi Pembe-rantasan Korupsi telah ditemukan sedikitnya 150 item aset milik Tubagus Chaeri Wardana alias Wawan yang diduga merupakan hasil tindak pidana korupsi. Aset-aset tersebut berupa mobil, tanah, dan bangunan yang tersebar di sejumlah tempat.

KPK telah menetapkan Wawan sebagai tersangka tindak pidana pencucian uang (TPPU). Bahkan, Wawan tak hanya dikenai pasal-pasal dalam Undang- Undang Nomor 8 Tahun 2010 tentang TPPU. KPK juga menjerat Wawan dengan UU TPPU tahun 2003 untuk mengantisipasi adanya aset-aset yang diduga diperoleh dari tindak pidana korupsi sebelum tahun 2010.

”KPK menduga ada aset-aset TCW (Tubagus Chaeri Wardana) yang diduga diperoleh dari tindak pidana korupsi sebelum tahun 2010,” kata Juru Bicara KPK Johan Budi SP, di Jakarta, Rabu (15/1/2013).

Berdasarkan informasi yang diperoleh Kompas, dari hasil pelacakan aset oleh KPK ditemukan sedikitnya 150 item aset milik Wawan yang diduga hasil korupsi. KPK telah mengidentifikasi aset-aset tersebut, antara lain berupa mobil, tanah, dan bangunan yang tersebar di beberapa tempat.

30 perusahaan keluarga

Perolehan aset-aset tersebut diduga dari tindak pidana korupsi melalui sejumlah perusahaan yang terafiliasi ke Wawan dan kakaknya, Gubernur Banten Ratu Atut Chosiyah. Ada sekitar 30 perusahaan milik keluarga Wawan dan Atut yang menguasai tender-tender pengadaan di wilayah Banten. Perusahaan tersebut rata-rata ikut tender dengan nilai proyek di atas Rp 5 miliar. Semua aliran uang dari perusahaan itu mengalir ke keluarga Wawan dan Atut.

Johan saat dikonfirmasi ihwal aset-aset milik Wawan yang diduga diperoleh dari tindak pidana korupsi mengatakan, ”Sekarang sedang dilakukan asset tracing (pelacakan aset). Sudah kami temukan. Diduga ada puluhan dalam bentuk tanah dan bangunan di beberapa tempat yang kami duga merupakan aset yang bersangkutan. Ini masih dalam tahap pelacakan.”

Johan belum dapat memastikan apakah aset-aset Wawan yang diduga diperoleh dari hasil korupsi tersebut telah disita KPK. Namun, dia memastikan, dalam perkara TPPU, KPK akan menyita aset-aset tersangka yang memang diduga berasal dari hasil korupsi.

”Kalau memang diduga diperoleh dari tindak pidana korupsi, akan disita. Apalagi sudah jadi prosedur di KPK, begitu seseorang ditetapkan menjadi tersangka, maka yang dilakukan penyidik adalah melacak aset-asetnya,” kata Johan.
Tersangka pencucian uang

Secara terpisah, pengacara Wawan, Pia Akbar Nasution, mengaku baru tahu kliennya ditetapkan sebagai tersangka TPPU oleh KPK dari media. Menurut Pia, dia hanya menangani kasus dugaan korupsi dalam penanganan sengketa Pilkada Kabupaten Lebak di Mahkamah Konstitusi di mana Wawan juga menjadi tersangka.

”Kalau soal TPPU-nya Pak Wawan saya belum dapat informasi karena surat kuasa kami hanya di kasus suap MK. Belum ada informasi soal TPPU-nya,” kata Pia.

Menurut Pia, meski hampir setiap hari berkomunikasi dengan Wawan, kliennya tidak membicarakan ihwal status sebagai tersangka TPPU. Termasuk penetapan Wawan sebagai tersangka pengadaan alat kesehatan di Kota Tangerang Selatan.

Terkait kemungkinan Atut juga menjadi tersangka TPPU, Johan mengatakan sangat terbuka. ”Sepanjang ditemukan dua alat bukti yang cukup, yang dapat menyimpulkan dia terlibat, kemungkinan itu bisa saja. Namun, sampai hari ini (kemarin) belum ada tersangka baru dalam perkara TPPU ini,” katanya.

KPK sebelumnya kembali menetapkan Atut sebagai tersangka dugaan korupsi terkait penerimaan sesuatu selama dia menjabat sebagai Gubernur Banten. Atut bahkan diduga memeras bawahannya, kepala-kepala dinas di jajaran Pemerintah Provinsi Banten agar memberikan fee dari proyek yang dikerjakan dinas-dinas yang bersangkutan. Jika kepala-kepala dinas tidak menuruti permintaannya, Atut tidak segan mencopot mereka.

Sumber:kompas.com

Editor : Maulana Lee

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.

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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.