Molenda v. Hoechst Celanese Corp.

60 F. Supp. 2d 1294, 1999 U.S. Dist. LEXIS 13062, 1999 WL 613325
CourtDistrict Court, S.D. Florida
DecidedMarch 16, 1999
Docket97-2046-Civ
StatusPublished
Cited by8 cases

This text of 60 F. Supp. 2d 1294 (Molenda v. Hoechst Celanese Corp.) is published on Counsel Stack Legal Research, covering District Court, S.D. Florida primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Molenda v. Hoechst Celanese Corp., 60 F. Supp. 2d 1294, 1999 U.S. Dist. LEXIS 13062, 1999 WL 613325 (S.D. Fla. 1999).

Opinion

ORDER GRANTING IN PART AND DENYING IN PART DEFENDANT’S MOTION FOR SUMMARY JUDGMENT

SEITZ, District Judge.

THIS CAUSE came before the Court upon Defendant’s Motion for Summary Judgment [D.E. No. 128]. For the reasons set forth below, the Court grants the motion as to the “Latin American incident” in Count I (the whistle-blower claim), as to Count III (breach of contract), as to Count IV (defamation), and as to Count V (age discrimination) of the Third Amended Complaint.

INTRODUCTION

This is an action for damages and equitable relief for alleged violations of the Florida Whistle-blower’s Act (“the Act”), Section 448.102(3), Florida Statutes (1997), and the Age Discrimination in Employment Act (the “ADEA”), 29 U.S.C. § 621 et seq., and also for defamation and breach of contract. Plaintiff asserts he was terminated in retaliation for reporting illegal conduct by his supervisor and by business associates. Plaintiff also asserts he was terminated because of his age. Additionally, Plaintiff alleges that Defendant failed to pay him a bonus that was due and owing at the time he was terminated. Finally, Plaintiff claims that, after he was terminated, Defendant made untrue and defamatory remarks about Plaintiffs work performance while employed with Defendant.

In response to Plaintiffs allegations, Defendant moved for summary judgment, asserting that Plaintiff was terminated as a result of a corporate restructuring which changed the format of the division in which Plaintiff worked from an individual-oriented sales approach to a team concept. It was the consensus of management that Plaintiff did not fit the profile of a “team player” and, therefore, he was terminated. Defendant further denies that Plaintiff was entitled to a bonus. Defendant also asserts that no defamatory statements were made about Plaintiff or, if such were made, there is no evidence that they were published. Alternatively, Defendant argues that the statements, if made and published, were privileged as a matter of law and, therefore, are not actionable.

UNDISPUTED MATERIAL FACTS

The Court finds that the following material facts are not in dispute and are relevant to a resolution of the issues presented herein:

A. Corporate Structure.

1. Defendant, Hoechst Celanese Corporation, is an American company, which is a subsidiary of Hoechst AG in Germany.

2. Hoechst AG is also the parent company of the wholly-owned subsidiaries Hoechstdo-Brazil and Hoechst-Columbia.

*1297 3. Hoechstdo-Brazil. and Hoechst-Co-lumbia are legal entities separate from Defendant, and Defendant has no ownership in those entities. The employees of each corporation are not employees of the Defendant.

4. Hoechst AG also has an 11% interest in Celanese Mexicana, S.A., and Defendant has a 40% interest in that corporation. The remainder of Celanese Mexicana is owned by the Mexican general public.

B. Plaintiff’s Employment History with Defendant.

1. Plaintiff, Michael J. Molenda, was born on November 1, 1954, and is presently 44 years old.

2. Plaintiff was originally hired by Defendant in 1980. In 1991, he was promoted to the position of marketing manager for Latin America in Defendant’s Technical Polymers Division.

3. As marketing manager, Plaintiffs primary work responsibility was to be the interface between the Defendant and the Latin American affiliates (the re-sellers of Defendant’s products) and direct customers in those regions. Plaintiff was assigned to the Miami office, where he was the sole employee.

4. In 1994, Plaintiffs supervisor was Nick Pericieh. During that year, Defendant conducted an investigation into rumors that Pericieh was involved in taking illegal kickbacks and compromising company financial dealings.

5. At the time of the investigation, Brian O’Reilly was Vice President of Human Resources. In that capacity, he facilitated discussions between Plaintiff and Ron Sil-versten, the associate general counsel for Defendant who conducted the investigation.

6. Following the investigation, Pericieh was induced to resign. O’Reilly then assumed Pericich’s position as Vice President of Sales and Marketing in April 1995.

7. Plaintiff received a good performance review for 1995. O’Reilly made no criticisms on that review form.

8. In 1995, a sales redesign team, including outside consultants, was assembled to restructure the Technical Polymers Division’s sales organization. A second implementation team composed of senior managers was then assembled to fill the positions within the newly created institutional structure. During the redesign process, the corporate structure of the Technical Polymers Division was “basically blown up” and then “put back together again in a different form.” This redesign involved a shift from individual-oriented sales to a team-based system. O’Reilly was a key player in the redesign process.

9. As a result of the reorganization, Plaintiffs employment with Defendant was terminated in November, 1996. The Defendant’s proffered reason for selecting Plaintiff for termination was that his character did not fit in with the new company philosophy and image because he was not, in essence, a “team player.” Plaintiff admits that he had difficulty working with certain employees of the Latin American affiliates.

10. Other employees were also terminated as a result of the redesign.

11. Plaintiffs supervisors who made the decision to terminate him were Carl Amond and O’Reilly. As of the date of Plaintiffs termination, Amond was 55 years of age and O’Reilly was 56 years of age.

12. Plaintiff, who was 42 on the effective date of his termination, was replaced by Lindsey Deal, who was 39 years of age at the time.

13. On November 12, 1996, as part of the transition process, Plaintiff was informed that he would have to close down the Miami office, and return the company car and computer.

14. By letter from Plaintiffs attorney to Defendant, dated November 15, 1996, Plaintiff confirmed that he was informed *1298 on November 12, 1996, that he would need to return the company car and computer and close down the Miami office by November 22, 1996. Plaintiffs counsel represented, however, that these matters could not be resolved until December 8, 1996.

15. By letter dated November 21, 1996, Defendant informed Plaintiff that he: will be eligible for the Management Performance Plan bonus on a pro-rated basis (through November 22, 1996). The bonus amount is determined taking into account overall corporate, group and business unit results as well as your individual performance. The exact amount of your bonus, if any, will be determined after the end of the year and, if you are entitled to a payment, it will be sent to you in February 1997.

16.

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Bluebook (online)
60 F. Supp. 2d 1294, 1999 U.S. Dist. LEXIS 13062, 1999 WL 613325, Counsel Stack Legal Research, https://law.counselstack.com/opinion/molenda-v-hoechst-celanese-corp-flsd-1999.