30:T266e,For example, it's rather challenging to generated a nested table indexing sections to paragraphs to clauses, like one can accomplish simply by merging columns in Excel—_like this:_

standard	section	paragraph	clause
PS1	Introduction
	1. Performance Standard 1 underscores the importance of managing environmental and social performance throughout the life of a project. An effective Environmental and Social Management System (ESMS) is a dynamic and continuous process initiated and supported by management, and involves engagement between the client, its workers, local communities directly affected by the project (the Affected Communities) and, where appropriate, other stakeholders.1 Drawing on the elements of the established business management process of "plan, do, check, and act," the ESMS entails a methodological approach to managing environmental and social risks2 and impacts3 in a structured way on an ongoing basis. A good ESMS appropriate to the nature and scale of the project promotes sound and sustainable environmental and social performance, and can lead to improved financial, social, and environmental outcomes.2. At times, the assessment and management of certain environmental and social risks and impacts may be the responsibility of the government or other third parties over which the client does not have control or influence. [4 Examples of where this may happen include: (i) when early planning decisions are made by the government or third parties which affect the project site selection and/or design; and/or (ii) when specific actions directly related to the project are carried out by the government or third parties such as providing land for a project which may have previously involved the resettlement of communities or individuals and/or leading to loss of biodiversity. While the client cannot control these government or third party actions, an effective ESMS should identify the different entities involved and the roles they play, the corresponding risks they present to the client, and opportunities to collaborate with these third parties in order to help achieve environmental and social outcomes that are consistent with the Performance Standards. In addition, this Performance Standard supports the use of an effective grievance mechanism that can facilitate early indication of, and prompt remediation for those who believe that they have been harmed by a client's actions.3. Business should respect human rights, which means to avoid infringing on the human rights of others and address adverse human rights impacts business may cause or contribute to. Each of the Performance Standards has elements related to human rights dimensions that a project may face in the course of its operations. Due diligence against these Performance Standards will enable the client to address many relevant human rights issues in its project.	1. Performance Standard 1 underscores the importance of managing environmental and social performance throughout the life of a project. An effective Environmental and Social Management System (ESMS) is a dynamic and continuous process initiated and supported by management, and involves engagement between the client, its workers, local communities directly affected by the project (the Affected Communities) and, where appropriate, other stakeholders.1 Drawing on the elements of the established business management process of "plan, do, check, and act," the ESMS entails a methodological approach to managing environmental and social risks2 and impacts3 in a structured way on an ongoing basis. A good ESMS appropriate to the nature and scale of the project promotes sound and sustainable environmental and social performance, and can lead to improved financial, social, and environmental outcomes.	Performance Standard 1 underscores the importance of managing environmental and social performance throughout the life of a project.
			An effective Environmental and Social Management System (ESMS) is a dynamic and continuous process initiated and supported by management, and involves engagement between the client, its workers, local communities directly affected by the project (the Affected Communities) and, where appropriate, other stakeholders. [FN1]
			[FN1] Other stakeholders are those not directly affected by the project but that have an interest in it. These could include national and local authorities, neighboring projects, and/or nongovernmental organizations.
			Drawing on the elements of the established business management process of "plan, do, check, and act," the ESMS entails a methodological approach to managing environmental and social risks [FN2] and impacts [FN3] in a structured way on an ongoing basis.
			[FN2] Environmental and social risk is a combination of the probability of certain hazard occurrences and the severity of impacts resulting from such an occurrence.
			[FN3] Environmental and social impacts refer to any change, potential or actual, to (i) the physical, natural, or cultural environment, and (ii) impacts on surrounding community and workers, resulting from the business activity to be supported.
			A good ESMS appropriate to the nature and scale of the project promotes sound and sustainable environmental and social performance, and can lead to improved financial, social, and environmental outcomes.
		2. At times, the assessment and management of certain environmental and social risks and impacts may be the responsibility of the government or other third parties over which the client does not have control or influence. [4 Examples of where this may happen include: (i) when early planning decisions are made by the government or third parties which affect the project site selection and/or design; and/or (ii) when specific actions directly related to the project are carried out by the government or third parties such as providing land for a project which may have previously involved the resettlement of communities or individuals and/or leading to loss of biodiversity. While the client cannot control these government or third party actions, an effective ESMS should identify the different entities involved and the roles they play, the corresponding risks they present to the client, and opportunities to collaborate with these third parties in order to help achieve environmental and social outcomes that are consistent with the Performance Standards. In addition, this Performance Standard supports the use of an effective grievance mechanism that can facilitate early indication of, and prompt remediation for those who believe that they have been harmed by a client's actions.	At times, the assessment and management of certain environmental and social risks and impacts may be the responsibility of the government or other third parties over which the client does not have control or influence. [FN4]
			[FN4] Contractors retained by, or acting on behalf of the client(s), are considered to be under direct control of the client and not considered third parties for the purposes of this Performance Standard.
			Examples of where this may happen include: (i) when early planning decisions are made by the government or third parties which affect the project site selection and/or design; and/or (ii) when specific actions directly related to the project are carried out by the government or third parties such as providing land for a project which may have previously involved the resettlement of communities or individuals and/or leading to loss of biodiversity.
			While the client cannot control these government or third party actions, an effective ESMS should identify the different entities involved and the roles they play, the corresponding risks they present to the client, and opportunities to collaborate with these third parties in order to help achieve environmental and social outcomes that are consistent with the Performance Standards.
			In addition, this Performance Standard supports the use of an effective grievance mechanism that can facilitate early indication of, and prompt remediation for those who believe that they have been harmed by a client's actions.
		3. Business should respect human rights, which means to avoid infringing on the human rights of others and address adverse human rights impacts business may cause or contribute to. Each of the Performance Standards has elements related to human rights dimensions that a project may face in the course of its operations. Due diligence against these Performance Standards will enable the client to address many relevant human rights issues in its project.	Business should respect human rights, which means to avoid infringing on the human rights of others and address adverse human rights impacts business may cause or contribute to.
			Each of the Performance Standards has elements related to human rights dimensions that a project may face in the course of its operations.
			Due diligence against these Performance Standards will enable the client to address many relevant human rights issues in its project

31:T8ec,function restructure(standard) { // Group standard by section let nestedData = d3.group(standard, data => data.section); let result = { performance_standard: "PS1", // Assuming "PS1" for now, can be dynamic sections: [] }; nestedData.forEach((sectionData, sectionName) => { // Create the section object with heading as its "ref" let section = { section: sectionName, ref: { id: sectionData[0].id, page: sectionData[0].page, document_element: sectionData[0].document_element }, paragraph_group: { provisions: [] // This will hold the paragraph provisions }, clauses: [] // This will hold clauses at the section level }; // Handle paragraph provisions for this section sectionData.forEach(item => { if (item.provision_paragraph) { // Push paragraph provision into the paragraph group section.paragraph_group.provisions.push({ provision_paragraph: item.provision_paragraph, ref: { id: item.id, page: item.page, paragraph: item.paragraph, document_element: item.document_element } }); } // Handle clause entries separately if (item.provision_clausal) { section.clauses.push({ provision_clausal: item.provision_clausal, ref: { id: item.id, page: item.page, paragraph: item.paragraph, clause_number: item.clause_number || "", document_element: item.document_element } }); } }); // If there are no paragraph provisions, remove the empty paragraph_group if (section.paragraph_group.provisions.length === 0) { delete section.paragraph_group; } // Add the section to the result result.sections.push(section); }); return result; }32:[{"id":"5954656bcc4edff6b698cc2a707a195243b41b2f87e0dafe1026ab96b8d21a7feea650eb0cf5a3c3a39c852f170275112d447f97f24067f0a8e5e1e8d227b18b","href":"https://static.observableusercontent.com/files/5954656bcc4edff6b698cc2a707a195243b41b2f87e0dafe1026ab96b8d21a7feea650eb0cf5a3c3a39c852f170275112d447f97f24067f0a8e5e1e8d227b18b","name":"PS1_verbose.xlsx","type":"application/vnd.openxmlformats-officedocument.spreadsheetml.sheet","lastModified":1729203370683.547,"size":31748}] 2e:{"title":"(Re-)Structuring IFC PS1","cells":[{"id":0,"value":"# (Re-)Structuring IFC PS1","pinned":false,"hidden":false,"mode":"md"},{"id":9,"value":"---\n\n**Context:**\n\nI began the effort of deconstructing the [IFC Performance Standards](https://www.ifc.org/en/insights-reports/2012/ifc-performance-standards) after the roll-out of the 2012 edition for a client that was concerned with the minutia of compliance‐a characteristic that I truly adore. My initial work focused on compliance with PS1 and PS7, as I was working with a consultancy specialized in Indigenous Peoples issues in international development. While I've since broadened the scope of my analytical practice to evaluate all aspects of the Performance Standards, my remains in the PS1 and PS7 domains. I'll therefore take these as my point of departure.\n\n---","pinned":false,"hidden":false,"mode":"md"},{"id":14,"value":"## PS1\n\n_Let's begin from the beginning..._","pinned":false,"hidden":false,"mode":"md"},{"id":16,"value":"I'll skip a lot of context for now, the gist of which is that I decided to generate a rather verbose spreadsheet of Performance Standard 1 that triplicates (yes) the textual representation of the standard (and introduces some bugs I'll return to squelch a bit later) to facilitate different ways of re-presenting the standards and indexing requirements contained therein.\n\nThe value of these indexes will become more apparent a bit later.","pinned":false,"hidden":false,"mode":"md"},{"id":18,"value":"First, the (verbose and recast) standard, loaded in from its `.xlsx` source file:","pinned":false,"hidden":false,"mode":"md"},{"id":53,"value":"ps1_verbose_xlsx = FileAttachment(\"PS1_verbose.xlsx\").xlsx()","pinned":false,"hidden":false,"mode":"ojs"},{"id":81,"value":"And now, interpreting these data into JSON format:","pinned":false,"hidden":false,"mode":"md"},{"id":23,"value":"ps1_verbose = ps1_verbose_xlsx.sheet(0, {\n headers: true, range: \"B3:K253\"\n })","pinned":false,"hidden":false,"mode":"ojs"},{"id":58,"value":"Why do these data look so weird? Well, for starters, I added in several attributes for provenience—so that we can reference back to a given section, paragraph, or even a specific clause. Also, as alluded above, I created different attributes (as 'columns' in the Excel vernacular) to hold provisions from each 'section' in the standards according to whether it is a full section (a group of paragraphs under a common headers), a paragraph (a block of text within the standard), or a clause (generally breaking up paragraphs as sentences, but also accommodating lists).\n\nThe result remains true to its spreadsheet source (but doesn't take advantage of fantastic capacities of JSON for nesting data—we'll return to this matter...). ","pinned":false,"hidden":false,"mode":"md"},{"id":87,"value":"To help confirm that the converted data are intact, here's a simple table view to compare against our source:","pinned":false,"hidden":false,"mode":"md"},{"id":60,"value":"Inputs.table(ps1_verbose, {columns: [\"performance_standard\", \"section\", \"page\", \"paragraph\", \"clause_number\", \"document_element\", \"provision_section\", \"provision_paragraph\", \"provision_clausal\"]})","pinned":false,"hidden":false,"mode":"ojs"},{"id":90,"value":"_So yeah - where does this get me?_ ","pinned":false,"hidden":false,"mode":"md"},{"id":96,"value":"I went to the trouble of trapping each clause of PS1 in provenience data so that I can offer an immediate answer when challenged as to _why_ I raise some question or line of inquiry in a compliance evaluation. Unfortunately, breaking down the standards in this way in cumbersome: the resulting Excel looks long and awkward, and doesn't lend itself well to representing the text in ways I and folks that I work with are comfortable with.","pinned":false,"hidden":false,"mode":"md"},{"id":98,"value":"$30","pinned":false,"hidden":false,"mode":"md"},{"id":106,"value":"_So what's a person to do?_","pinned":false,"hidden":false,"mode":"md"},{"id":108,"value":"I'll tell you what I'm gonna do: I'm gonna re-structure it. Here we go:","pinned":false,"hidden":false,"mode":"md"},{"id":110,"value":"$31","pinned":true,"hidden":false,"mode":"ojs"},{"id":115,"value":"Here's the result:","pinned":false,"hidden":false,"mode":"md"},{"id":113,"value":"ps1_structured = restructure(ps1_verbose)","pinned":false,"hidden":false,"mode":"ojs"}],"files":"$W32","stdlib":"1","titling":"auto"}