Galdieri v. Monsanto Co.

245 F. Supp. 2d 636, 2002 U.S. Dist. LEXIS 11391, 2002 WL 31991106
CourtDistrict Court, E.D. Pennsylvania
DecidedMay 7, 2002
Docket2:00-cv-01113
StatusPublished
Cited by24 cases

This text of 245 F. Supp. 2d 636 (Galdieri v. Monsanto Co.) is published on Counsel Stack Legal Research, covering District Court, E.D. Pennsylvania primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Galdieri v. Monsanto Co., 245 F. Supp. 2d 636, 2002 U.S. Dist. LEXIS 11391, 2002 WL 31991106 (E.D. Pa. 2002).

Opinion

MEMORANDUM AND ORDER

SCHILLER, District Judge.

I. INTRODUCTION

Plaintiffs John V. Galdieri, David S. Hoover, and Nancy C. Wetherington, as executrix for the estate of Joseph B. Wetherington, bring this action against defendant Monsanto Company. Galdieri, Hoover, and Wetherington (collectively, “the Plaintiffs”) are all former employees of Monsanto, who were terminated without cause in 1998. They have brought this suit claiming that Monsanto breached their employment agreements requiring the implementation of a long-term incentive compensation plan. They also claim that Monsanto wrongfully failed to remove restrictions on stock following their termination. The parties have now filed cross-motions for summary judgment. The Plaintiffs seek a declaration that the contracts have been violated as a matter of law and that they are entitled to damages under the Pennsylvania Wage Payment and Collection Law (the ‘WPCL”), 43 P.S. § 260.1 et seq. Monsanto seeks judgment on all of Plaintiffs’ claims except those set forth in the margin. 1

*640 II. BACKGROUND

Before their employment with Monsanto, the Plaintiffs were executives at a corporation named Diamonex, an entrepreneurial business developing a diamond-based material for use as a protective coating in commercial settings. In 1992, Monsanto purchased Diamonex and retained the Plaintiffs as executives. Each of the Plaintiffs signed an Employment Agreement with Monsanto in 1992. (Hoover Dep. at 100-02 & 116; Ayars Dep., Exs. 1-3).

With financial backing by Monsanto, Diamonex developed a new technology called “Water White” which permitted the manufacture of a clear, super-hard coating. Diamonex’s original product had a brownish tint. The Water White technology permitted Diamonex’s foray into the eyeglass (ophthalmic) lens business. (Galdieri Dep. at 27, 34-35, 125-37). Diamonex altered its business strategy to focus on branded prescription lenses, the sale of lens coating, and coating lenses for other lens manufacturers. (Galdieri Dep. at 156-58). Diamonex also linked with a lens manufacturer named Gentex in a new joint venture to coat sunglass lenses. (Hoover Dep. 82-89; Galdieri Dep. 128-32).

Starting in 1995 and lasting through at least 1998, Monsanto began a major restructuring of its entrepreneurial chemical businesses. The parties hotly contest the reasons behind the restructuring and the method in which it was carried out. They do not dispute, however, that senior Monsanto executive Pierre Hochuli assumed oversight of Monsanto’s entrepreneurial companies in 1995. (Shapiro Dep. 14-15). Such companies were placed into a working group called “Monsanto Growth Enterprises,” or MGE. (Id.; Hoover Dep. at 400-03).

About this time, Monsanto spent $30 million to build a new facility for Diamonex in Allentown, Pennsylvania. (Hoover Dep. 499-02; Galdieri Dep. at 165-66, 240, 337-38). Monsanto also attempted to purchase a lens supplier for Diamonex. An attempt to buy out GenTex floundered, but Monsanto secured exclusive rights to the Water White technology for about $15 million in 1995. (Hoover Dep. at 194-96; Galdieri Dep. at 128-32; 181-82, 188, 218-19). Monsanto acquired a lens manufacturer called Orcolite in 1996 for $53 million to replace GenTex as a source for lenses. (Hoover Dep. at 189-94; 439-43; Galdieri Dep. at 176-85, 421-22, 428).

Monsanto also split Diamonex into two entities: Diamonex Optical Performance Group (“OPG”) and Diamonex Performance Products (“PPG”). OPG was to focus on eyewear lens coating and PPG would develop and market other uses of the coating technology. (Hoover Dep. at 479-83; Galdieri Dep. at 222-23; 300-01, 439). Dr. Hoover took charge of PPG. Dr. Wetherington became President of OPG and Galdieri was appointed Vice President of OPG. Hoover also retained some responsibilities within OPG. (Hoover Dep. at 502-505; Galdieri Dep. at 439-441).

As 1995 progressed, a rift developed between the Plaintiffs and Monsanto over management and control of the Diamonex businesses, leading the parties to renegotiate the 1992 Employment Agreements. (Hoover Dep. at 515-34; Galdieri Dep. at 247-58). One of the key discussions was the creation of a new incentive compensation plan for the Plaintiffs which would reward them in the event Diamonex increased in value. (Rowold Dep. at 122, 191; Williams Dep. at 112-25; Galdieri Dep. at 305-08).

Negotiations ensued and the parties executed new employment agreements with Monsanto in 1995 (“the 1995 Employment *641 Agreements”). 2 Within the time frame required for execution, however, the parties still could not agree to the specifics for an inventive compensation plan. Instead, they appended a document called “Exhibit C” to the 1995 Employment Agreements setting forth certain parameters which any incentive plan had to meet. Monsanto was required to develop and approve such a plan. (1995 Employment Agreement ¶ 3.2(i)). Monsanto could also establish other compensation plans providing cash bonuses, stock options, and similar programs. (Id. at ¶ 3.2(ii)). Exhibit C specifically provided that:

[A]n incentive compensation plan or plans shall be developed by the Company [Monsanto] for approval by the Company’s Compensation Committee (collectively and/or individually, as appropriate in the context, the “Plan”).

(Exhibit C, preamble). The Plan required the implementation of several items. First among these criteria was that the Plan:

be designed in a manner that the Company reasonably determines will reward Executive [each Plaintiff] for his contribution to the “value created” within the Diamonex Business during the Plan period which value is derived form sources and efforts other than capital and other monetary and non-monetary types of contributions by the Company [Monsanto] to the Diamonex business. The “value created will be measured or determined based on financial parameter(s),” e.g. “Economic Value Added” (EVA) or another approach which compares the value of the Diamonex Business at some future point in time to the value of the Diamonex business at the start of the Plan period and determines the extent to which the difference in value derives from other than from capital and other monetary and non-monetary types of contributions by the Company to the Diamonex business.

(Exhibit C at ¶ 1). The Plan was to cover a three year period from January 1, 1996 through December 31,1998. (Exhibit C at ¶ 2). A target incentive award of $800,000 was set if Diamonex performed at target levels during the plan period, but no minimum or maximum value was set. (Exhibit C at ¶ 3). Paragraph 4 of Exhibit C sets forth a complex system of metrics which had to be addressed if Monsanto opted for an EVA plan. Exhibit C also provided that Plaintiffs’:

ELIGIBILITY TO RECEIVE AN AWARD UNDER THE PLAN, THE AMOUNT OF ANY AWARD, THE PORTION PAID, THE PORTION BANKED AND THE AMOUNT OF ADJUSTMENTS TO BANKED AMOUNTS PRIOR TO PAYOUT, WILL BE DETERMINED BY THE MONSANTO COMPANY COMPENSATION COMMITTEE (THE “COMMITTEE”), OR ITS DELEGATE, AS APPROPRIATE, IN ITS SOLE DISCRETION.

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Bluebook (online)
245 F. Supp. 2d 636, 2002 U.S. Dist. LEXIS 11391, 2002 WL 31991106, Counsel Stack Legal Research, https://law.counselstack.com/opinion/galdieri-v-monsanto-co-paed-2002.