| 1 | costs and 50 available | | | | | | | 2 | 0.55% |
| 2 | the company is in | | | | | | | 2 | 0.55% |
| 3 | have been appointed ceo | | | | | | | 1 | 0.28% |
| 4 | inmarket medicines in pharmaceuticals | | | | | | | 1 | 0.28% |
| 5 | ranking username total impact | | | | | | | 1 | 0.28% |
| 6 | username total impact share | | | | | | | 1 | 0.28% |
| 7 | total impact share price | | | | | | | 1 | 0.28% |
| 8 | with inmarket medicines in | | | | | | | 1 | 0.28% |
| 9 | operates with inmarket medicines | | | | | | | 1 | 0.28% |
| 10 | company operates with inmarket | | | | | | | 1 | 0.28% |
| 11 | your company operates with | | | | | | | 1 | 0.28% |
| 12 | you have been appointed | | | | | | | 1 | 0.28% |
| 13 | appointed ceo of a | | | | | | | 1 | 0.28% |
| 14 | been appointed ceo of | | | | | | | 1 | 0.28% |
| 15 | leaderboard – isee impact game | | | | | | | 1 | 0.28% |
| 16 | ceo of a large | | | | | | | 1 | 0.28% |
| 17 | of a large pharmaceutical | | | | | | | 1 | 0.28% |
| 18 | a large pharmaceutical company | | | | | | | 1 | 0.28% |
| 19 | can lead to success | | | | | | | 1 | 0.28% |
| 20 | the companys business model | | | | | | | 1 | 0.28% |
| 21 | companys business model is | | | | | | | 1 | 0.28% |
| 22 | business model is based | | | | | | | 1 | 0.28% |
| 23 | model is based on | | | | | | | 1 | 0.28% |
| 24 | is based on product | | | | | | | 1 | 0.28% |
| 25 | medicines in pharmaceuticals and | | | | | | | 1 | 0.28% |
| 26 | your profit of 50 | | | | | | | 1 | 0.28% |
| 27 | paths can lead to | | | | | | | 1 | 0.28% |
| 28 | impact of 250 varies | | | | | | | 1 | 0.28% |
| 29 | and 50 available people | | | | | | | 1 | 0.28% |
| 30 | 250 varies by stakeholder | | | | | | | 1 | 0.28% |
| 31 | total effect over the | | | | | | | 1 | 0.28% |
| 32 | effect over the hole | | | | | | | 1 | 0.28% |
| 33 | over the hole duration | | | | | | | 1 | 0.28% |
| 34 | the hole duration 800 | | | | | | | 1 | 0.28% |
| 35 | opt for the obvious | | | | | | | 1 | 0.28% |
| 36 | duration 800 costs and | | | | | | | 1 | 0.28% |
| 37 | 800 costs and 50 | | | | | | | 1 | 0.28% |
| 38 | of 250 varies by | | | | | | | 1 | 0.28% |
| 39 | social impact of 250 | | | | | | | 1 | 0.28% |
| 40 | profit of 50 in | | | | | | | 1 | 0.28% |