This sound more like a management problem.

Some people just aren't motivated by the intrinsic nature of their work. These people need clearly-stated objectives and constraints. It sounds like one of the requirements that management needs to lay on this guy is "though shalt test", and then follow that up with period reminders (or dings, or praise). There needs to be a feedback loop that has visible consequences for actions.

There can be a lot of benefit to an organization to having a person around who is friendly, knows their way around some big system, and can be trusted to do an acceptable job in a number of non-mission-critical areas. But their management needs to be clear on where the boundaries around their scope should be.

One way to motivate management is to put things in dollar terms. "Cleaning up after this guy is taking X% of my time. That translates to Y$. The consequences of my not doing this are Z."