Value-based Engineering organizations use moral philosophies for value elicitation, covering utilitarianism, virtue ethics and duty ethics; complemented by a culture-specific philosophical or spiritual framework from the region of the world in which a system is deployed.

Value-based Engineering does not only elicit values from stakeholder concerns and context analysis, but delves deeply into them conceptually to gain a complete understanding of how they may play out in system deployment.

Corporate leaders engage in introspection and support only those core values as future system principles that they would want to become universal and are therefore willing to publicly endorse.

Value-based Engineering organizations respect that the ethical principles embedded in laws and signed agreements of target markets provide the outer boundary condition for their own action and therefore do not prioritize their own system values over and above these.

Value-based Engineering organizations actively consider not investing in a system if there are ethical grounds for such renunciation.

Value-based Engineering organizations publish an Ethical Policy Statement. This value-mission statement summarizes the value-priorities committed to in a system and is openly endorsed by organizational leaders. They also build up an Ethical Value Register that allows project management and auditors to recap over time what the value effects were that the system sought to cater to, and what levels of control were chosen by engineers to address likely value threats.

Value-based Engineering organizations derive Ethical Value Quality Requirements (EVRs) for all core values they pursue, which then co-determine the long-term engineering roadmap. They seek to generally accommodate a “risk-thinking” in their established design and development processes.