There are fatalities every day in Indian organisations that need an urgent attention. The low-caring syndrome, when embedded as a shared organisational value, weakens its corporate safety performance and benchmarking outcomes. Although leadership is essential in directing safety culture transformation, sustainable improvement depends equally on active involvement at the ground level. This paper examines the organisational design of safety culture and the wider mindset conditions that shape cultural performance in industry. Based on case study analysis and a comprehensive review of the literature, and informed by insights from 202 HSE professionals across industries, the paper outlines eight stages in the organisational design of safety-cultural error control: denial of at-risk behaviours and barriers; identification of deviations and wrongdoing; recognition of suffering and loss; diagnosis of cultural deviations; implementation of organisational interventions; organisational support; organisational integration; and regulated review and refresh actions. The paper concludes that a well-designed safety culture must be built on actively caring human values and supported by a strong leadership that would take a clear and sustained position on safety-cultural error control. Towards this, organisational insights of renowned corporates are described.