Singapore's public transport system is one of the best in the world, so you should have no problem finding your way around like a local. There are three main forms of public transport that you would find in any other major city－trains, buses and taxis.

TRAINS

    Trains run from 6:00 am to midnight. Single trip tickets start at 80 cents. If you buy an EZ-Link card for $15, you can ride the trains and buses as you like.

If you need more information, just call Transit Link on 1800 767 4333.

BUSES

    There are several bus services in Singapore and fares start at 80 cents. Be sure always ask the driver the cost of your ticket as he cannot give change.

If you need help, just call Transit Link on 1800 767 4333.

TAXIS

    There are three main taxi companies－City Cab, Comfort and Tibs. Booking can also be easy by calling the numbers listed above.

RENTAL CARS

    Driving in Singapore is a pleasure and if you like to travel at your own pace, renting a car is a good choice. Renting takes away the hassle of getting to places around Singapore. Just sit back and enjoy the city. It also means you'll get to see a lot more that a trains or a bus won't let you see.

    For car rental, call Avis on +65 6737 1668.

    For many people,being on the job might just sound like a picnic compared to a day at home filled with housework,meals and childcare.Even for those with a happy family life,home can sometimes feel more taxing than work.

    In a new study,researchers at Penn State University found significantly and consistently lower levels of cortisol（皮质醇）released in response to stress,in a majority of subjects when they were at work compared to when they were at home.This was true for both men and women,and parents and people without children.

    Both men and women showed less stress at work.But women were more likely to report feeling happier there. Men were more likely to feel happier at home.Experts say there are other reasons why work is less stressful than home for many."Paid work is more valued in society,"says Sarah Damaske,the lead researcher on the study. "Household work is boring and not particularly rewarding."

    We get better at our job with time and the increased competence means less stress and more rewards.Yet none of us,no matter how long we've been doing it,ever truly feels like an expert at parenting or even at marriage.

    The support and friendship of co-workers also offer stress relief.At home,meanwhile,stress spreads and accumulates（积累）quickly."That's the reason why most housewives wish they were the bread earners,"Dr.Damaske says.

    Much of the advice to families and couples include the warning to "leave work stress at the office" and even to change our mind-set from work to home,for example,a walk around the block.The recent findings,though,suggest  our home life,not our attitude,might be due for some change.

    Advances in artificial intelligence and the use of big data are changing the way many large companies recruit (招募) entry level and junior management positions. These days, graduates' CVs may well have to impress an algorithm (算法) rather than an (human resources) manager.

    While algorithms supposedly treat each application equally, experts are divided about whether so-called robo-recruitment promises an end to human prejudice in the selection process —or whether it may in fact add to it.

    “AI systems are not all equal,” says Loren Larsen, chief technology officer for HireVue, which has developed an automated video interview analysis system. “I think you have to look at the science team behind the work,” says Mr Larsen.

    The problem, experts say, is that to find the best candidates an algorithm has first to be told what “good” looks like in any given organization. Even if it is not given criteria that seem discriminatory, a powerful machine-learning system will quickly be able to copy the characteristics of existing workers. If an organization has favoured white male graduates from well-known universities, the algorithm will learn to select more of the same.

    The growing dependence on automation to judge suitability for everything from a loan to a job worries Yuriy Brun, an associate professor specializing in software engineering. “It takes a lot of the time for a company to put out software but it doesn't know if it is discriminatory” he says. Prof Brun explains that, considering the use of big data, algorithms will unavoidably learn to discriminate.

    Many of those working with robo-recruiters are more optimistic. Kate Glazebrook, the leader and co-founder of Applied, a hiring platform, says her task is to encourage hiring manager to move away from such indicators of quality as schools or universities and move to more evidence-based methods. When candidates complete tests online, Applied hides their names and shows the tests the candidates have completed, question by question, to human assessors. Every stage of the process has been designed to remove prejudice.

    With the same aim, Unilever decided in 2016 to switch to a more automated process for its graduate-level entry programme. Unilever worked with HireVue, Amberjack, which provides and advises on automated recruitment processes, and Pymetrics, another high volume recruitment company, which developed a game-based test in which candidates are scored on their ability to take risks and learn from mistakes, as well as on emotional intelligence. Unilever says the process has increased the ethnic diversity of its listed candidates and has been more successful at selecting candidates who will eventually be hired.

    “The things that we can do right now are impressive, but not as impressive as we're going to be able to do next year or the year after,” says Mr Larsen.

    Still, robo-recruiters must be regularly tested in case prejudice has occurred without anyone realizing it, says Frida Polli, the leader and co-founder of Pymetrics. “The majority of algorithmic tools are most likely causing prejudice to continue existing. The good ones should be examined.”

    In the short time Steve and Zach had been inside their tent packing their tools, wind-blown flame had skipped from the top of one tree to another. The long dry summer had turned the forest into a tinderbox.

    "Let's go! We can make it back to the river we crossed today!" Steve kept Brady on the lead and their heads down against the fire-wind. But Brady barked a sharp warning. Ahead of them lay a thick curtain of smoke across the track. They would never make it through that. The dog was pulling at his lead trying to draw them away from the smoke, and yet Steve was uneasy. It seemed to him that they were moving away from the river.

    Suddenly, Zach cried. "Zach!" Steve shouted. "Are you OK? Where are you?" Then Brady pulled Steve down a sharp slope(坡). At its base, Zach was rubbing his ankle.

    As Steve helped his friend to his feet, Brady lifted his head and snuffed(嗅) the smoke-laden wind. Next moment, the dog bounded away and disappeared. The boys shouted for him, but he didn't come back. Steve couldn't blame Brady for panicking. He himself wanted to run even though he didn't have a clue which way.

    Steve and Zach hadn't gone far when there was a familiar bark, and Brady came bounding, stopped directly in front of Steve and hit him with his head, pushing him back toward the slope they'd just climbed. But Steve didn't get it. Then Brady grabbed the boy's jeans and started pulling. The message was clear, but Steve hesitated. Of course he remembered Brady saving his uncle's life when the dog was much younger. Was he still sharp enough to get them through this?

    Nearby, a pine went up in a whoosh of smoke. Brady pulled again, urgently. "OK, big guy," Steve gritted(咬紧牙关). Brady led them back down the slope and into the trees. Not far from them fire was touching underbrush. Several times the big dog stopped. Often he changed directions. Steve was so tired that he just wanted to rest, but Brady wouldn't have it. The dog bullied both boys to go on. How long they'd walked Steve had no idea. He was almost numb when he heard it—the wonderful sound of rushing water!

    Sparrow is a fast－food chain with 200 restaurants. Some years ago，the group to which Sparrow belonged was taken over by another company. Although Sparrow showed no sign of declining，the chain was generally in an unhealthy state. With more and more fast－food concepts reaching the market，the Sparrow menu had to struggle for attention. And to make matters worse，its new owner had no plans to give it the funds it required.

    Sparrow failed to grow for another two years until a new CEO，Carl Pearson，decided to build up its market share. He did a survey，which showed that consumers who already used Sparrow restaurants were extremely positive about the chain，while customers of other fast－food chains were unwilling to turn away from them. Sparrow had to develop a new promotional campaign.

    Pearson faced a battle over the future of the Sparrow brand. The chain's owner now favored rebranding Sparrow as Marcy's restaurants. Pearson resisted，arguing for an advertising campaign designed to convince customers that visits to Sparrow restaurants were fun. Such an attempt to establish a positive relationship between a company and the general public was unusual for that time. Pearson strongly believed that numbers were the key to success，rather than customers' spending power. Finally, the owner accepted his idea.

    The campaign itself changed the traditional advertising style of the fast－food industry. The TV ads of Sparrow focused on entertainment and featured original songs performed by a variety of stars. Instead of showing the superiority of a specific product，the intention was to put Sparrow in the hearts of potential customers.

    Pearson also made other decisions which he believed would contribute to the new Sparrow image. For example，he offered to lower the rent of any restaurants which achieved a certain increase in their turnover(营业额).

    These efforts paid off，and Sparrow soon became one of the most successful fast－food chains in the regions where it operated.

    Until the 1990s coffee was rarely served in China except at luxury hotels aimed at foreigners. When Starbucks opened its first shop there in 1999, it was far from clear that the country's tea-drinkers would take to such a different and usually more costly source of caffeine. Starbucks tried to attract customers to coffee's bitter taste by promoting milk and sugar-heavy concoctions(调和) such as Frappuccinos.

    But coffee has become fashionable among the middle class in China. Starbucks now has about 3, 800 shops in China more than in any other country outside America. Statista, a business-intelligence portal(门户网站), says the roast coffee market in China is growing by more than10 %year. Starbucks and its rivals see big opportunities for expanding there.

    So too, however, do home-grown competitors. A major new presence is Luckin Coffee, Beijing- based chain. Since its founding less than two years ago, it has opened more than 2,300 shops. On May 17th Luckin's initial public offering on the Nasdaq stockmarket raised more than $570m, giving it a value of about $4bn.

    Luckin's remarkable growth is sign of change. No longer do Chinese consumers see coffee as such a luxury. Most of Luckin's shops are merely kiosks where busy white-collar workers pick up their drinks, having ordered them online. Super-fast delivery can also be arranged through the company's app. Independent coffee shops are springing up. The growth is striking considering the country's reputation for its tea-drinking culture where many residents like to relax in teahouses sipping tea served gracefully.

    But the two markets are different. The teahouses tend to cater to older people who like to spend long hours playing mahjong and gossiping. At the coffee shops it is rare to see anyone over 40. Young people use them for socialising, but much of their interaction is online -sharing photos of their drinks and of the coffee-making equipment. An option on the Chinese rating app Dianping allows users to search for wanghong ("internet viral") coffee houses.