One way or another, I have spent about half of my (now coming to an end) career rolling out safety management and just culture concepts in a variety of specialisms in aviation. My experience is that even where these concepts are genuinely bought into, there are big differences in implementation from true changes in organizational culture to 'we'll do it where it suits us'. Sometimes I have found that these ways of working are difficult for people to understand, particularly where the traditional culture is one that closure is achieved by blaming someone. And things are not uniform either - it is not uncommon to see Europe held up as a fine example of SMS/JC implementation but I am aware of pockets of appalling disregard of safety management. In other regions, pockets exist of good implementation amid wider poor practise. As an aside, it is notable that SMS appears to mean different things in different parts of the aviation system - in some parts it seems to be little more than reporting of abnormal events, and in others the whole management system is built around achieving the organisation's safety and business policies (FWIW, I like the latter). Although it is a few years since I did any work in the area, in the OP's location, I can understand the hesitation to report. As a professional, my answer would be to file the report in accordance with your operator/State's guidance.
It takes time to develop a good culture - and in this context it's not just 'will I be OK if I report?' but also is any investigation objective and are improvements made where appropriate? Good and open investigations are as important in developing the culture as non-punitive reporting.