I agree.
Research has shown (see for example a book called "The Addictive Organization", can't remember the authors sorry) that organizations work in both the top-down sense (CEO setting the tone) as well as the bottom-up sense. What this means is that organizations will tend to reflect the personalities and goals of the people who make them up. So in order to change the way the organization deals with safety, it's necessary to change the way each person in the organization deals with safety. Eventually, this kind of change works it's way into the decision-making process and the SOPs of the company. This is why one of the major points of SMS is that safety is everyone's priority. SMS is more than a system to be implemented, it has to be a cultural change. I like to think of it as the difference being going on a diet to lose weight, and actually changing your eating and exercise habits. The first works short-term, but you eventually put the weight back on and worse... the second is a lifestyle change and the effects are almost permanent.
I've actually gone through the exercise of pointing out minor safety issues which were completely outside my realm of responsibility, all in the name of "safety is everyone's priority" and was pleasantly surprised to find that I got a positive response and thank you from the people I addressed my concerns to. I found it a very encouraging sign.