Basically:

• Complex - Safety manager and Safety Review Board
• Non-Complex - Accountable Manager and Chief Safety Pilot

For a smaller operator (Non complex) this is the accountable manager or a line Captain / Chief Safety Pilot. Both of these positions offer sufficient relevant experience in operational roles to be an effective safety manager.

For a larger operator (Complex) this position would now need a more dedicated specialist due to the size or type of operation. Now the operator will need a safety manager and safety review board.

Complex / Non Complex: This is basically another magic number to memorise for the exam: As a company grows, it will be deemed complex once it has a workforce of more than 20 full time equivalent employees.

EASA AIR OPS
AMC1 ORO.GEN.200(a)(1) Management system
COMPLEX OPERATORS — ORGANISATION AND ACCOUNTABILITIES

The management system of an operator should encompass safety by including a safety manager and a safety review board in the organisational structure.

(a) Safety manager

(1) The safety manager should act as the focal point and be responsible for the development, administration and maintenance of an effective safety management system.
(2) The functions of the safety manager should be to:

(i) facilitate hazard identification, risk analysis and management;
(ii) monitor the implementation of actions taken to mitigate risks, as listed in the safety action plan;
(iii) provide periodic reports on safety performance;
(iv) ensure maintenance of safety management documentation;
(v) ensure that there is safety management training available and that it meets acceptable standards;
(vi) provide advice on safety matters; and
(vii) ensure initiation and follow-up of internal occurrence/accident investigations.

(3) If more than one person is designated for the safety management function, the accountable manager should identify the person who acts as the unique focal point (i.e. the 'safety manager').

(b) Safety review board

(1) The safety review board should be a high level committee that considers matters of strategic safety in support of the accountable manager’s safety accountability.
(2) The board should be chaired by the accountable manager and be composed of heads of functional areas.
(3) The safety review board should monitor:

(i) safety performance against the safety policy and objectives;
(ii) that any safety action is taken in a timely manner; and
(iii) the effectiveness of the operator’s safety management processes.

(c) The safety review board should ensure that appropriate resources are allocated to achieve the established safety performance