Hi Lasana

Just about every OSH professional will come across scenarios similar to that you describe multiple times in their careers. 

What will vary is who the person is who doesn't take ownership of H&S issues.

If you work in a geography where perhaps there are specified numbers of "Safety Officers", e.g. if there is a construction site there must be at least one Safety Officer for every 50 site workers, then almost inevitably there will be a tendency for line managers (including supervisors) to think "H&S is for the Safety Officer to sort out".

So, perhaps, before thinking about what to do about this Supervisor, you might consider what the culture of the workplace is.

Is it set up such that line managers and supervisors are tasked with treating H&S as just an integral part of the line management function?

If not, then you probably have a culture that means that the Supervisor is not front and centre in your problem, but rather a symptom of a suboptimal H&S culture.

There was a time when UK construction H&S law required "Safety Supervisors" and set conditions as to wehn they were to be appointed and what they should do. Set out in the Construction (General Provisions) Regulations 1961 and the 1948 Regulations that the GP Regs replaced.

It worked OK where larger companies tended to make their Site Agents and/or General Foreman the "Safety Supervisors", so their role as such was just a part of their wider remit. Those companies also tended to have H&S professionals to whom these site management teams could ask for advice.

In contrast, in many companies someone got the job of being Safety Supervisor in circumstances where there was immediate conflist between them and those running all the other aspects of site activities. 

So, the time came when this legislation was rightly scrapped and the result was that removing a legislative requirement helped with a continuing reduction in incident numbers and rates. NOT the only factor, but one factor.