Millane v. Becton Dickinson & Co.

84 F. Supp. 2d 282, 1999 U.S. Dist. LEXIS 20970, 1999 WL 1442010
CourtDistrict Court, D. Connecticut
DecidedSeptember 23, 1999
Docket3:97CV00083(WWE)
StatusPublished
Cited by2 cases

This text of 84 F. Supp. 2d 282 (Millane v. Becton Dickinson & Co.) is published on Counsel Stack Legal Research, covering District Court, D. Connecticut primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Millane v. Becton Dickinson & Co., 84 F. Supp. 2d 282, 1999 U.S. Dist. LEXIS 20970, 1999 WL 1442010 (D. Conn. 1999).

Opinion

RULING ON DEFENDANT’S MOTION FOR SUMMARY JUDGMENT

EGINTON, Senior District Judge.

Plaintiff, John Millane, brings this four count complaint against defendant, Bectin *284 Dickinson & Company (“Bectin Dickinson”). 1 Plaintiff alleges that his termination by defendant was in violation of the Americans with Disabilities Act, 42 U.S.C., Section 1201 et seq. (“ADA”), the Age Discrimination in Employment Act, 29 U.S.C. Section 621 et seq. (“ADEA”), the Employee Retirement Income Security Act of 1974, 29 U.S.C. Section 1001 et seq. (“ERISA”) and inflicted emotional distress upon him.

Defendant now moves for summary judgment as to the entire amended complaint.

STATEMENT OF FACTS

The facts are distilled from the parties’ moving papers and exhibits thereto and their Local Rule 9(c) statements. 2

Plaintiff began working for defendant as a sales representative in February, 1969. He received regular salary increases and several promotions during his employment until he was laid off in October, 1995. It is defendant’s position that the only reason Millane was laid off, along with a twenty-eight (28) year man from Millane’s department, was as part of a reorganization and reduction in force.

At the time of his layoff, plaintiff was a senior sales representative in the BD Division of defendant, selling various medical devices manufactured by defendant. In the past, a Bectin salesperson, such as plaintiff, could do well by fostering relationships with nurses at hospitals and doctors’ offices since these nurses were often the decision makers as to what product to buy and from whom. As the health care industry evolved, defendant realized that its sales presentation would have to be concomitantly altered. No longer was it the nurses, concerned with quality and health care, who made purchasing decisions; rather, it was purchasing agents concerned with cost and business practice. They were more economically driven and not concerned solely with clinical advantages.

Defendant determined that its new sales approach would be more business oriented and began to take steps to modify its sales practices to make more effective sales presentations to these different decision makers. In particular, defendant placed increasing emphasis on computer programs and presentations to customers to demonstrate cost effectiveness of defendant’s products.

As this new sales approach was contemplated, the performance skills of defendant’s salespeople were being reevaluated. Michael Klein, Senior Vice-President of Sales, requested that individuals who reported directly to him, group their salespeople into top, middle, and bottom performers. Mark Wilzbaeh, then age forty-four (44), asked Martin Hart, plaintiffs Regional Manager, to perform the requested analysis. Hart, then age fifty (50), did so and placed two people as the “bottom performers”, one Frank Mazzie, age twenty-eight (28) and plaintiff, then age fifty-one (51). As a result of this rating, Hart placed both men on probation and gave them performance improvement plans. At that time, Mr. Klein anticipated a reorganization, but did not yet know the form it would take.

As the reorganization unfolded, it was determined to dismantle three sales divi *285 sions, including plaintiffs, and merge them into a single sales division. Inevitably, the reorganization resulted in fewer open sales positions. Mr. Hart recommended against retaining plaintiff as an employee because of the recognized difficulties he had with organization, written communication, computers and analytical ability. Plaintiff testified on deposition that he agreed that he had difficulties in these area.

Nevertheless, Hart took plaintiff off of probation because he (1) considered plaintiff a friend; (2) felt plaintiff had made a good faith effort to comply with the performance plan; and (3) knew plaintiff would be left better off financially if he were laid off because of the reorganization than if he were terminated for cause. Hart told plaintiff that even though he was being taken off probation, it was highly unlikely that he would be retained after the reorganization took effect.

In September, 1995, plaintiff met with Hart and Camille Cafferty, Human Resources Manager, to discuss plaintiffs layoff. Millane was given twenty-six (26) weeks of severance pay and outplacement services. He was also advised that he was fully vested in his pension plan. Millane testified at his deposition that when he reminded his superiors that he had had a car accident using defendant’s car, his employment was extended for two weeks in order that he could apply for a car loan and represent that he was employed by defendant.

During this interview, plaintiff asked that he be considered for early retirement by giving him the requisite 85 points and considering him to be fifty-five, the two requirements for early retirement. Defendant declined to accommodate the plaintiff since he was short by three years of having the requisite points and age.

Millane was laid off in mid-October, 1995, two weeks after the other employees, including twenty-eight (28) year old Maz-zie, had been laid off during the restructuring. After the reorganization, Millane’s duties were mostly absorbed by one Walter Joyce, who is four years older than Millane.

LEGAL ANALYSIS

I. The Standard of Review

In a motion for summary judgment the burden is on the moving party to establish that there are no genuine issues of material fact in dispute and that it is entitled to judgment as a matter of law. Fed. R.Civ.P. 56(c). See also Anderson v. Liberty Lobby, 477 U.S. 242, 256, 106 S.Ct. 2505, 91 L.Ed.2d 202 (1986) (plaintiff must present affirmative evidence in order to defeat a properly supported motion for summary judgment).

If the nonmoving party has failed to make a sufficient showing on an essential element of his case with respect to which he has the burden of proof at trial, then summary judgment is appropriate. Celotex Corp. v. Catrett, 477 U.S. 317, 322, 106 S.Ct. 2548, 91 L.Ed.2d 265 (1986). “In such a situation, there can be ‘no genuine issue as to any material fact,’ since a complete failure of proof concerning an essential element of the nonmoving party’s case necessarily renders all other facts immaterial.” Id. at 322-23, 106 S.Ct. 2548. Accord, Goenaga v. March of Dimes Birth Defects Foundation, 51 F.3d 14, 18 (2d.

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Bluebook (online)
84 F. Supp. 2d 282, 1999 U.S. Dist. LEXIS 20970, 1999 WL 1442010, Counsel Stack Legal Research, https://law.counselstack.com/opinion/millane-v-becton-dickinson-co-ctd-1999.