Group 1 - Tianjin Toyota Mold Co., Ltd. received a fine of 17,500 RMB from the Tianjin Emergency Management Bureau for failing to revise its emergency response plan as required [1][3] - The violation was categorized under Article 36, Item 6 of the "Regulations on the Management of Emergency Response Plans for Production Safety Accidents" [2][3] - The company was established in 2004 as a joint venture between Toyota Motor Corporation and FAW Group, and it is the only mold production facility for the Toyota brand in China [5][6] Group 2 - Tianjin Toyota Mold Co., Ltd. has an annual production capacity that can support the manufacturing of 5-6 popular vehicle models, with peak capacity reaching up to 11 models [5] - The company has a registered capital of 27 million USD and is currently operational [6]

破解成效问题，切实以闭环整改促进能力提升。破解"查而不改""改而无效"的困局，建议构建"诊断— 治疗—康复"全周期管理体系。建立整改台账制度，实行"一企一档"动态管理，记录历次检查发现的问 题、整改措施、验收结论。实施整改效果回溯，组建专家团队开展"整改回头看"，重点现场核查整改措 施落实情况，验证三年评估中暴露的系统性缺陷是否得到根治；通过无脚本演练验证处置能力提升效 果；将虚假整改企业列入"环境失信黑名单"，实施跨部门联合惩戒。构建动态预警机制，开发预案智能 管理系统，设置三类自动触发机制：生产工艺调整时，系统强制启动预案修订；三年评估周期到期前90 天自动提醒，逾期未评估则触发执法程序；同行业发生事故后，智能推送改进建议及警示教育案例等。 作者单位：辽宁省沈阳市生态环境局 笔者在工作中发现，目前不少企业的突发环境事件应急预案在编制时求全求快，报备后就束之高阁，修 订时照搬照抄；组织演练时，情景构造过于简单、针对性不强。《企业事业单位突发环境事件应急预案 备案管理办法（试行）》第十二条规定，"企业结合环境应急预案实施情况，至少每三年对环境应急预 案进行一次回顾性评估。"此举旨在发现预案中的不足之处，确保应 ...