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	Corporate Governance Subcomponent Folders
Articles View FoldersA New Idea for Executive Compensation and Corporate Governance   Glossary View FoldersAcquiring PersonAcquisitionBusiness Judgment RuleControlling InterestControl SharesFair ValueInterested StockholderIssuing Corporation   Legal Cases View FoldersIn Re Disney CaseIntegrated Health Services v Elkins et al   News View FoldersTIAA-Cref Corporate Governance Policy on Executive Compensation   Regulatory Materials View FoldersFinal NYSE Corporate Governance RulesReport Pursuant to Section 704 of theSarbanes-Oxley Act of 2002Sarbanes Oxley Act: Corporate ResponsibilitySARBANES-OXLEY ACT OF 2002SEC Disclosure Regarding Nominating Committee Functions and Communications Between Security Holders and Boards of DirectorsSEC Disclosure Required by Sections 406 and 407 of the Sarbanes-Oxley Act of 2002SEC: Final Rule: Additional Form 8-K Disclosure Requirements and Acceleration of Filing DateSEC Rule Revision Regarding 8-k Disclosure RequirementsSEC Standards Relating to Listed Company Audit CommitteesSEC: Study Pursuant to Section 108(d) of the Sarbanes-Oxley Act of 2002 on the Adoption by the United States Financial Reporting System of a Principles-Based Accounting SystemSection 402 of Regulation S-K: Executive CompensationStatement of The SEC Concerning Financial PenaltiesWilliam H. Donaldson Speech on Corporate GovernanceWilliam H. DonaldsonTestimony Concerning Implementation of the Sarbanes-Oxley Act of 2002State Regulatory StatutesDelaware Judge Veasey Letter to SEC: Proposed Rule: Security Holder Director NominationsSEC: Regulation-S-KSEC ROUNDTABLE ON PROPOSED SECURITY HOLDER DIRECTOR NOMINATIONS RULES (March 10, 2004)

• TIAA-Cref Corporate Governance Policy on Executive Compensation
  As described earlier, the board is responsible for ensuring that a compensation program is in place which will attract, retain and motivate strong management and which complies with the board?s equity policy. 15 TIAA-CREF Policy Statement on Corporate Governance TIAA-CREF believes that aligning the rewards of employees with those of shareholders will enhance the long-term performance of the corporation, and compensation programs that are based on performance can play the critical role in this alignment. Thus, TIAA-CREF encourages the board to work with consultants who are independent of management to develop carefully designed cash pay, stock-based compensation and fringe benefit programs that are clearly understood by management and shareholders, and based on the following principles: