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From Chatter to Catastrophe: The Priolo Incident and Why Tier 3 Process Safety Events Matter

 

From Chatter to Catastrophe: The Priolo Incident and Why Tier 3 Process Safety Events Matter

The hum of an industrial plant is a symphony of controlled chaos. But sometimes, a single discordant note—like the rapid cycling of a pressure safety valve (PSV)—can signal a fundamental flaw that threatens the entire operation. The 1985 Priolo PSV chattering incident serves as a stark reminder of this, highlighting how an unheeded warning sign, a Tier 3 process safety event, can escalate into a full-blown disaster.


The Anatomy of an Incident: The Mechanics of Failure

In 1985, a catastrophic explosion at a facility in Priolo, Italy, was traced back to a seemingly minor issue: a chattering PSV. Chattering is the rapid opening and closing of a PSV, which generates severe vibrations. These vibrations, in turn, damaged the connected piping, leading to a leak of liquefied petroleum gas (LPG) that eventually ignited.

The post-incident investigation revealed a combination of design and operational flaws that created the perfect storm for failure:

  • Excessive Inlet Pressure Drop: A PSV is designed to open when the pressure at its inlet exceeds the set pressure. However, if the piping leading to the valve is too long, too narrow, or has too many bends, the pressure drop from the protected equipment to the PSV can be significant. This creates a scenario where the pressure in the vessel is high enough to lift the valve, but as soon as the valve opens and begins to relieve, the pressure at its inlet drops below the reseating pressure. The valve then slams shut, only to be forced open again as the pressure in the vessel builds back up. This rapid cycling is the very definition of chattering. The industry standard, outlined in API Recommended Practice 520, Part 2, recommends that the non-recoverable pressure loss in the inlet piping should not exceed 3% of the PSV's set pressure. The Priolo incident was a tragic case of this critical design rule being violated.

  • High Backpressure: Backpressure is the pressure on the discharge side of the PSV. When a conventional PSV opens, the backpressure increases, exerting an opposing force on the valve's disc. If this backpressure is too high—often due to a poorly sized or configured relief header—it can interfere with the valve's ability to stay open. The backpressure essentially helps to force the valve closed again, contributing to the chattering effect. Balanced bellows PSVs are designed to mitigate this issue, but they were either not used or not effective in this case.

  • Oversized PSV: The PSV was significantly oversized, meaning its capacity was far greater than the maximum required relieving rate. An oversized PSV opens with a greater initial force, leading to a larger pressure drop and a faster pressure decay at the inlet. This exacerbates the chattering problem and increases the intensity of the associated vibrations. The industry now recommends that PSVs be sized to a maximum of 140% of the required capacity to prevent such issues.

  • Mechanical Damage and Fatigue: The chattering created violent trembling that was not only loud but also physically destructive. The constant, rapid impact of the valve's disc against its seat caused damage to the valve itself and, critically, put enormous stress on the surrounding piping. Over time, this dynamic stress led to fatigue failure of a connected pipe, creating the path for the LPG leak and subsequent explosion.


Design and Engineering Lessons Learned

The Priolo incident forced the industry to re-evaluate how PSVs and their associated piping systems are designed and maintained. Several key takeaways emerged:

  • Avoid Simultaneous Lifting: Installing multiple PSVs with identical set pressures on the same system is a recipe for disaster. When these valves lift at the same time, they can create system instability that amplifies the chattering effect and dramatically increases the destructive forces on the piping.

  • Adhere to API 521 and 520: Following standards like API 521 (Guide for Pressure-Relieving and Depressuring Systems) and API 520 (Sizing, Selection, and Installation of Pressure-Relieving Devices) is non-negotiable. These documents provide the technical framework for determining relieving rates, proper valve sizing, and designing inlet and outlet piping to control pressure drop and backpressure.

  • Provide Robust Supports: The Priolo incident highlighted that the PSV and its piping are not static components. They are subject to significant dynamic forces during a relief event. Piping systems connected to PSVs must be designed with robust, vibration-resistant supports and anchors to withstand these forces and prevent mechanical failure.

  • Include all components in post-incident inspections: The failure wasn't in the PSV's ability to open, but in the integrity of the connected piping. The incident underscores the need to thoroughly inspect all PSV fixtures and adjacent piping for vibration-induced damage after any activation, not just the valve itself.


Understanding the Tier 3 KPI: A Warning Siren for Safety Systems

The Priolo event is a textbook example of a Tier 3 process safety incident, as defined by standards like API Recommended Practice 754. Tier 3 events are "Challenges to Safety Systems." They are early-warning signs—deficiencies in a company's defenses that, while not resulting in a major accident, indicate a potential for one. The chattering PSV was not a loss of primary containment (LOPC) in itself, but its activation was an explicit signal of underlying design flaws. Ignoring such a warning is a missed opportunity to prevent a more serious Tier 1 or Tier 2 incident.

Examples of Tier 3 Events (Inclusions):

  • Unplanned activation of pressure relief devices (PSVs, rupture discs) due to process deviations.

  • Activation of protective interlocks (e.g., high-pressure trips, compressor shutdowns) that prevent a process parameter from exceeding a safe operating limit.

  • Automatic fire/gas detection system alarms triggered by actual hazardous conditions.

The key is that these events are unplanned demands on the safety system. They are not part of routine testing or planned shutdowns. Each one is a data point that reveals a weakness.

Recommendations for Proactive Prevention

Preventing a repeat of the Priolo disaster requires a multi-faceted approach, integrating lessons from the design phase to the daily operational culture.

Design Phase

  • Dynamic Stress Analysis: Don't just analyze the static loads on piping. Perform dynamic stress analysis for PSV-connected systems to model the reactive forces and vibrations that will occur during a relief event.

  • API Compliance: Rigorously apply the guidance in API 520 and 521 for PSV sizing and piping design. Pay close attention to the 3% inlet pressure drop rule and appropriate backpressure management.

Operational Phase

  • Track and Trend Tier 3 KPIs: Implement a robust system to track and trend PSV activations. Each event should trigger a detailed root cause investigation, not just a simple re-setting of the valve.

  • Post-Chatter Maintenance: After any chattering incident, conduct mandatory inspections of the PSV seat and spring tension, as well as a non-destructive examination (NDE) of the surrounding piping for signs of fatigue or damage.

  • Predictive Maintenance: Use advanced monitoring and predictive maintenance tools to detect early signs of valve malfunction or vibration, allowing for intervention before an incident occurs.

Safety Culture & Reporting

  • No-Blame Reporting: Foster a culture where employees feel safe reporting Tier 3 events without fear of punishment. These events are crucial opportunities for organizational learning.

  • Learning from History: Incorporate historical case studies like the Priolo incident into training and safety meetings to reinforce hazard awareness and the importance of seemingly minor safety events.

The Priolo chattering incident is a powerful and sobering reminder: latent flaws in safety systems often surface first as Tier 3 warnings. By treating these events as valuable learning opportunities—not as background noise—companies can break the chain to major accidents and ensure the long-term safety and integrity of their operations.






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