In accordance with this view, post-Flixborough (and without waiting for the Inquiry Report), ICI Petrochemicals instituted a review of how it controlled modifications. It found that major projects requiring financial sanction at a high level were generally well-controlled, but for more (financially) minor modifications there was less control and this had resulted in a past history of 'near-misses' and small-scale accidents, few of which could be blamed on chemical engineers. To remedy this, not only were employees reminded of the principal points to consider when making a modification (both on the quality/compliance of the modification itself and on the effect of the modification on the rest of the plant), but new procedures and documentation were introduced to ensure adequate scrutiny. These requirements applied not only to changes to equipment, but also to process changes. All modifications were to be supported by a formal safety assessment. For major modifications this would include an 'operability study'; for minor modifications a checklist-based safety assessment was to be used, indicating what aspects would be affected, and for each aspect giving a statement of the expected effect. The modification and its supporting safety assessment then had to be approved in writing by the plant manager and engineer. Where instruments or electrical equipment were involved signatures would also be needed from the relative specialist (instrument manager or electrical engineer). A Pipework Code of Practice was introduced specifying standards of design construction and maintenance for pipework – all pipework over 3"nb (DN 75 mm) handling hazardous material would have to be designed by pipework specialists in the design office.