Organisational safety culture cannot be over-defined or under-defined, rather it becomes practically a company-specific definition for operational purposes. Global definitions or case studies are good points of learning for self-assessment and improvements. The quality of safety culture depends upon as per its existing steps and stages for a particular company for continuous improvements, which also varies from a company to company. Corporate definitions of the organisational safety culture suffer between the dichotomies of production and profits. Good safety culture is the struggle rather than the outcome, for making safety culture a personal and society value and practice it daily. This article discusses the problems and solutions of defining safety culture in terms of moving from old culture 1 to new culture 2. Important recommendations are made to overcome the challenges in reaching and deciding the implementable corporate definitions of company-specific safety culture based on the field visits to almost 50 site locations and interactions with 400 managers. Major conclusions are: a) Dichotomies of production and profits need focus and clarity to all. b) Make safety culture a personal and society value and practice it daily. c) Good safety culture is the struggle rather than the outcome. d) Safety culture is for inspiring people to adopt safer practices and e) visible leadership for inspiring positive safety culture.