Why are we doing this?
Derived from public-benefit orientation vs profit-extraction risk.
Three-dimensional ethical performance assessment. Requires human review.
Transition finance readiness assessment. Indicative only — not investment advice.
Evaluated through 10 Qur’anic decision questions. AI-assisted & indicative — not a Shariah ruling.
Why are we doing this?
Derived from public-benefit orientation vs profit-extraction risk.
Is it permissible?
Screening proxy from ethical-alignment and controversy signals (not a Shariah ruling).
Is it just?
Derived from transparency, anti-corruption, and fair regional distribution signals.
Is there mercy and protection for the vulnerable?
Derived from employment, community development, and water/community protection signals.
Does it preserve balance?
Derived from environmental responsibility and long-term balance signals.
Who is accountable?
Derived from disclosure quality, audit standards, and anti-corruption signals.
What real public benefit does it create?
Derived from public-benefit, national-value, and infrastructure contribution signals.
What harm may occur and to whom?
Freedom-from-harm: inverse of controversy, extraction, and environmental-harm signals.
Were experts and stakeholders consulted?
Consultation proxy from procurement transparency and governance openness (proxy only).
Can decision-makers answer for this before Allah?
Integrity synthesis from ethical-alignment, anti-corruption, public-benefit, and controversy signals.
Can create rizq without zulm — with conditions. Decision Integrity 54/100. Weakest dimension: Consultation. (AI-assisted, indicative — not a Shariah ruling.)
The Quranic Decision Filter is an AI-assisted governance lens inspired by Qur’anic decision principles. It is not fatwa, tafsir, a Shariah ruling, or investment advice. Religious framing is non-authoritative and pending qualified scholarly review.
0 real record(s), 0 demo record(s) currently on file for this company. Real and demo data are never silently blended into one label.
No real source registry entries yet for this company.
Evidence-mapped against the Capital Ethics Compendium's 114 governance principles. Never a single blended score — every principle's status is either backed by real evidence or honestly marked Not Assessed.
Is there a clear, accountable purpose statement that guides decisions at every level?
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Do economic arrangements respect all parties equally and avoid hidden exploitation?
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Is there active investment in community resilience, not only extraction of community resources?
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What systems exist to prevent harm to people with lower power or legal standing?
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Are decisions today creating long-term value or transferring costs to future generations?
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What standards govern the quality of information used in decision-making?
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Is the organisation willing to take positions and make changes that challenge short-term interests?
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Are there explicit, verified exclusions for conflict-enabling activities and weapons systems?
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Are land use decisions made with full accountability for ecological cost?
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Is there a credible track record of owning mistakes and delivering concrete remediation?
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Are workers, communities and nature credited for the value they generate?
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Do infrastructure and real estate decisions increase or decrease community inequality?
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Does the governance process treat early warning signals seriously, before they become crises?
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What mechanisms ensure value creation flows to workers, communities and wider stakeholders, not just capital owners?
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Which principles are beyond commercial compromise — and is that enforced in practice?
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Is the production system modelled on circularity and regeneration — or on linear extraction?
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Are reserves, transition plans and worst-case scenarios fully accounted for?
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Do fiduciaries act as true stewards — or primarily as extractors?
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Is there a credible chain of accountability when harm occurs?
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Is the organisation led by forward-looking vision, or reactive management?
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Is independent social and peer-based validation sought and published?
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Are migrant workers, remote workers and travelling staff treated with full legal and ethical standing?
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Is there consistent respect for governance processes, even when outcomes are uncertain?
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Can every material stakeholder understand what this organisation is doing and why?
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Is there a clear, accessible standard against which performance is measured and communicated?
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Does the organisation's communication reflect its actual ESG performance?
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Are employees, suppliers and communities invited to contribute knowledge and flag problems?
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Are disclosures, case studies and impact reports accurate and independently verified?
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Has the organisation mapped and stress-tested its most fragile dependencies?
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Is the balance sheet and governance structure capable of surviving a macro disruption?
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Are there genuine programmes for developing, mentoring and retaining talent — especially younger workers?
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Are all workers — regardless of level, location or contract type — treated with full dignity?
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Are the ESG credentials of partners, coalitions and industry groups consistent with stated values?
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Is the organisation's energy transition plan credible, funded and on track?
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Does financial performance reflect real-economy value creation, not accounting manipulation?
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Is there an explicit, binding commitment that drives governance above and beyond compliance?
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Is there a coherent governance architecture — not a patchwork of ad-hoc policies?
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Are governance systems stress-tested against realistic adversarial scenarios?
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Does the organisation engage in sector-level reform, or only manage its own compliance?
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When harm occurs, is the priority restoration and learning — not just punishment and liability management?
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Is every material ESG risk and impact explained in accessible, complete language?
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Is there a structured, genuine consultation process for affected communities before major decisions?
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Is the business model dependent on excessive consumption, or does it incentivise sustainable behaviour?
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Does the organisation have a credible response to known transition uncertainties?
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Is the organisation working to close access gaps across income, geography and ability?
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Are capital allocation and incentive structures aligned with long-term value creation?
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Are the benefits of success distributed fairly — or captured by a narrow group?
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Are the terms of resource extraction fair to host communities and ecosystems?
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Is governance applied consistently in private and informal settings — not only in public disclosures?
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Has the organisation defined clear upper bounds on risk, harm and resource use — and enforced them?
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Does ESG monitoring extend to distant, indirect and distributed environmental effects?
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Is the governance architecture stable enough to hold under financial, regulatory and reputational stress?
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Do stated values shape actual decisions — or are they decorative?
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Are measurement standards stable enough to allow meaningful year-on-year comparison?
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Are operational boundaries consistent with ecological limits — not just regulatory minimums?
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Has the organisation planned explicitly for consequences that are known and unavoidable?
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Does infrastructure investment account for full lifecycle environmental and community impact?
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Do workers, communities and suppliers have genuine access to dispute resolution?
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Are there fast-response governance mechanisms for crisis, emergency or urgent ethical situations?
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Is there a track record of maintaining commitments when they become commercially inconvenient?
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Is every material governance function clearly assigned to a named person or body?
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Does governance include structured, recurring reviews of community commitments and collective performance?
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Is there a credible integrity testing process — not just formal compliance?
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Do trading relationships leave both parties better off — or does one side consistently extract value from the other?
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When ending relationships — with suppliers, employees, communities or assets — are obligations met in full?
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Is the exclusion list actively enforced — with clear triggers and independent verification?
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Are mechanisms in place to prevent the abuse of market, regulatory or institutional power?
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Are all material governance decisions, policies and outcomes documented in an accessible, persistent record?
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Is there a clear list of risks treated as genuinely material — not just technically disclosed?
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Are improvement trajectories credible, funded and independently verified?
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Are governance and incentive structures built for a long transformation horizon — not just the next cycle?
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Is there a systematic process for surfacing unknown, latent or emergent risks?
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Are mechanisms in place to prevent short-term extraction from assets that underpin long-term value?
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Does the organisation have independent processes to detect harm that may be actively or passively hidden?
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Are there structural capabilities for fundamental business model transformation when needed?
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Do governance structures create individual accountability — or allow diffusion of responsibility?
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Does the organisation track forward-looking indicators that predict ESG performance, not just historical outcomes?
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Can the organisation substantiate genuine positive ESG outcomes with independent evidence?
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Does resource extraction remain within sustainable yield limits and deliver fair returns to source communities?
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Does the organisation's stakeholder engagement process reach all groups — including the least powerful?
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Are governance frameworks designed to be adaptive — without enabling opportunistic revision?
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Is there genuine independence between audit, oversight, executive and board functions?
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Are measurement standards applied with integrity — or adjusted to produce favourable outcomes?
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Is there a distinct governance track for decisions that cannot be undone?
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Is there a complete map of the systems, dependencies and actors that shape and are shaped by this organisation?
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Is there a rigorous, independent process for verifying what is claimed — not just receiving what is presented?
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Does the organisation aim to lead on ESG — or simply to avoid falling below the minimum?
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Has the organisation identified conditions under which its governance could be overwhelmed — and built defences?
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Does strategic planning account for the possibility of fundamental sector transformation?
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Is the organisation's urban and physical footprint managed with full accountability for community and infrastructure impacts?
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Does energy strategy account for community access, affordability and the rights of future users?
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Are working hours, rest periods and mental health of workers protected — not exploited?
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Is the future orientation of the organisation specific, funded and independently credible?
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Are there deliberate programmes to expand access, opportunity and benefit to those currently excluded?
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Is value creation assessed not just by financial return but by genuine benefit to end users and society?
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Is there full recognition and fair compensation for the people and systems at the source of value creation?
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Is the basis of governance authority clear, legitimate and accountable?
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What is the standard of evidence required before material governance decisions are made?
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Are worst-case scenario impacts estimated and disclosed with full transparency?
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Are there clear limits on competitive methods — and are they observed even when unobserved?
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Are there funded, tested response plans for the worst realistic scenarios?
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Does competitive strategy include a component of racing to the top on ESG — not the bottom?
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Does the pace of ESG improvement match the speed required by transition science and regulation?
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Is public reputation grounded in genuine performance — or in communications management?
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Are the governance demands of operating at large scale recognised and met?
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Is there a deliberate programme to maintain and invest in the communities from which value was originally drawn?
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Are small ethical failures — the everyday incivilities, minor deceptions and small injustices — taken seriously?
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Is there a defined notion of enough — a sufficiency ceiling above which resources are redistributed or reinvested socially?
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Are decision-making processes designed to accommodate and integrate diverse stakeholder values — not suppress them?
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Are there mechanisms to contribute to sector-wide or community-wide recovery when disruption occurs?
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Does the governance system allow harm to be traced back to individuals and entities — not diffused into systems?
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Are ESG commitments made without strategic escape clauses or commercial override conditions?
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Has crisis and transition preparedness been tested — with evidence that it would actually work?
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Does the organisation actively protect users from manipulation — even where legally permitted?
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KPI status is derived only from linked, provenance-tracked evidence — never generated by asking a language model whether this company supports a principle. A principle with no evidence is Not Assessed, never assumed neutral or supportive.
A positive KPI or Shariah result never suppresses controversy records — both are shown independently.
No controversy records currently on file for this company.
Trace this company's Shariah result and 114-KPI alignment back to the exact evidence that produced them.
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