CONNECTION 
MEANS THE 
WORLD TO US
FY21 Environmental, Social, Governance (ESG)
Impact Report

03
A message from our Executive Leadership
04
We are Viasat
05
Our purpose, vision, and values
07
Our commitment to ESG
09
Putting people first
22
Powering connections
29
Protecting the planet
44
Leading with integrity
48
GRI index
56
SASB index
63
Performance data
Table of contents

FY21 ESG Impact Report
Since the earliest days at Viasat, our culture has been grounded in both doing 
the right thing and the belief that there is always a better way. We believe we 
can make the greatest impact when our environmental, social, and governance 
(ESG) strategy is aligned with our business strategy. In some ways Viasat’s skills, 
resources, and growth ambitions make us uniquely qualified and capable of 
addressing very complex, but crucial, global environmental and social issues, 
such as driving understanding and awareness of the impact of Low Earth 
Orbit (LEO) utilization on the terrestrial environment; developing policies and 
regulations for sustainable and equitable use of space; and overcoming both the 
economic and geographic barriers that inhibit affordable access to broadband 
on a global basis.
Our first ESG Impact Report summarizes our work on these unique opportunities 
for Viasat, as well as on four key areas that apply to all enterprises:
	› Putting people first	
	› Powering connections
	› Protecting the planet
	› Leading with integrity  
These focus areas position us to create long-term value and respond to the 
growing importance of ESG issues. Solving high-value challenges is in our DNA — 
and leaning into our strengths in these areas is more important than ever. As we 
look to the future, we will continue making a difference by delivering valuable 
communications and connectivity experiences to transform the world through 
the power of connection — sustainably, responsibly, and inclusively.
A Message from our 
Executive Leadership
Mark Dankberg, Executive Chairman and Board Director
Rick Baldridge, President, Chief Executive Officer, and Board Director
3

About Viasat
Viasat Inc. (Nasdaq: VSAT) is a global communications company that believes 
everyone and everything in the world can be connected. On our mission to 
connect the world, we are developing the ultimate communications network to 
power high-quality, secure, affordable, and fast connections to enhance the lives 
of people everywhere. 
Founded in 1986 and based in Carlsbad, California, Viasat’s approximately 5,800 
global employees are dedicated to bringing the potential of the internet to all. We 
are an innovator in communications technologies and services, focused on making 
connectivity accessible, available, and secure. We power millions of connections on 
land, in the air, and at sea through three business segments: 
We are Viasat 
Tackling the world’s hardest communications challenges — the Viasat way 
Satellite Services
We use our proprietary, high-capacity satellite platform to provide high-speed 
broadband services with multiple applications to consumers, enterprises, 
and mobile broadband customers, including commercial airlines and 
maritime vessels.
Commercial Networks
We develop advanced satellite and wireless products, systems, and solutions 
that enable high-speed fixed and mobile broadband services.
Government Systems
We provide global fixed and mobile broadband products and services, satellite 
communications systems, and tactical data links to military and government 
users around the world. We also develop secure networking, cybersecurity, 
and information assurance products and services. 
*As of March 31, 2021.
**Includes Euro Broadband Infrastructure 
Sàrl and RigNet, Inc. locations that were 
acquired in April 2021.
Viasat at a 
glance*
Founded in
1986
Headquartered in
Carlsbad,
California, USA
60+
Office locations
globally**
~5,800
Employees
$2.3B
FY21 revenue
4

FY21 ESG Impact Report
For over 35 years, we have succeeded at Viasat through a steadfast commitment to our purpose, vision, and values.
Our purpose is to transform the world with the power of connection. 
Our vision is to build the world’s most innovative communications network where technology connects the unconnected, 
where there are no barriers to access, and where technology unites us rather than separates us. Our goal is to expand our 
network until it covers the globe, and opportunity is unlocked for everyone, everywhere.  
Our core values are embedded in our culture and serve as guiding principles for how we operate day to day as one team. 
Our culture of innovation drives us to take on and solve the toughest connectivity challenges. We value: 
	› One team: We make decisions and set priorities based on what’s best for the company as a whole. Those priorities change 
and evolve over time depending on our competitive environment, our progress, and our financial constraints.
	› Challenge: We want to grow and achieve our goals. We accept and relish the challenge that entails. We understand how 
hard it’s going to be, but we’re too driven to settle for less.
	› Trust, freedom, and opportunity: The scale and scope of what we are doing is too broad to be achieved without teamwork. 
We have to trust that our teammates are on our side – doing what they think is best for the company as a whole, not just for 
them or their part of the organization. That doesn’t mean we blindly accept each other’s views. We can argue, sometimes 
intensely, but we start by trusting that our co-workers have the company’s best interest at heart. We in turn recognize and 
appreciate the trust others place in us and do our best to uphold it. Then, we give each other freedom and opportunity to 
learn and grow.
	› Tolerance for ambiguity: Our world is changing – fast. We have to accept, and embrace, all the uncertainty that entails. 
We’re confident, but not overconfident. We know we can change and adapt when we need or want to. 
	› Explore and evolve: We are curious about why things are the way they are. We bring a passion for learning, innovation, 
and exploration to do everything we do.
We find better ways. We design the technological solutions that others deem impossible, allowing us 
to see beyond today to find the right solutions for tomorrow.
We deliver connections with the capacity to change the world. Whether it is helping airlines keep 
their passengers engaged, protecting military service members on the battlefield, or providing remote 
community internet where people can get online for the first time, we provide the fast, high-quality 
connectivity that help make it all possible.
We bring connectivity where it is needed and wanted most — even in the hardest to reach places. 
We believe connection is the great equalizer of our time. We aspire to make affordable, secure, and 
high-quality connections available everywhere in the world. 
Innovation
Impact
Global and 
diverse reach
Our values deliver bold results for our customers: 
Our purpose, vision, and values 
5

FY21 awards and recognition 
6

FY21 ESG Impact Report
At Viasat, we are brought together by a shared desire to unlock opportunity 
for everyone, everywhere through connectivity. We have the capacity to make 
a difference in the world and we are committed to doing so in a way that is 
sustainable, responsible, and inclusive.
We focus on four pillars:
Our commitment to ESG
Maximizing positive impact for people, communities, and the planet
	› Business continuity
	› Corporate governance
	› Diversity and inclusion
	› Ethical conduct
The results of the priority issues analysis will guide our ESG strategy and disclosures 
going forward.
ESG oversight
ESG matters are managed by several departments throughout Viasat, with 
oversight provided by our board of directors and executive leadership team. While 
the board reviews and engages on ESG topics that impact business strategy, the 
Social Impact team manages Viasat’s ESG efforts under the direction of our Chief 
People Officer.
Identifying our ESG priorities
In order to identify Viasat’s ESG priorities, we conducted an initial priority 
issues analysis in FY21. As part of this process, we analyzed insights from our 
key stakeholder groups — employees, customers, investors, policymakers, and 
industry peers. We then surveyed Viasat leadership to ensure our ESG priorities 
were appropriately aligned with current stakeholder expectations, market trends, 
and business risks and opportunities. The findings from this analysis helped 
us to narrow our strategic focus around the following priority issues, listed in 
alphabetical order: 
Putting
people
first
Powering 
connections
Protecting
the
planet
Leading
with
integrity
	› Product security
	› Product stewardship
	› Supply chain management
	› Talent management and engagement
7

FY21 ESG Impact Report
Aligning with the United Nations (UN) Sustainable Development Goals 
The UN Sustainable Development Goals (SDGs) are a collaborative, global effort to protect our planet, end poverty, and help 
people live in prosperity and peace. Viasat is leveraging innovative telecommunications technology to connect consumers, 
communities, businesses, governments, and militaries around the world. In connection with our priority issues analysis, we 
examined how our business activities and our ESG priorities align with the SDGs. While Viasat supports many SDGs, we believe 
our business is uniquely positioned to impact the five SDGs noted below. As you go through this report, you will see these SDGs 
and others that align with our programs indicated by topic.
8

CHANGING THE 
WORLD STARTS 
WITH OUR PEOPLE
Putting people first
9

Putting people first
Putting people first
Our commitment to connection begins with our employees
Our mission to transform the world through the power of connection builds on our 
ability to come together as one team. We take pride in our culture of teamwork, 
trust, and collaboration, prioritize employee well-being, and support each other to 
do our best work while fulfilling our mission.
Ensuring the health and safety of our people
At Viasat we are incredibly proud of our talented and dedicated global team. Our 
employees around the world work tirelessly to come up with creative solutions 
and opportunities that drive real value for our customers. We recognize their 
commitment to us and honor it by ensuring that their health, safety, and well-being 
remain our top priorities — especially in these uncertain times.
Keeping employees safe during COVID-19
At the start of the pandemic, we acted quickly to establish an internal COVID-19 task 
force to ensure we remained abreast of evolving scientific guidance and that our 
workplace protocols were aligned with best practices and government mandates. 
We quickly transitioned employees whose jobs could be performed remotely to 
a work-from-home model and made sure they had what they needed to perform 
their jobs safely. For those employees whose roles needed to be performed on 
site, we rolled out a robust set of health and safety protocols that included social 
distancing, mandatory facial coverings, and daily temperature screening. The 
COVID-19 task force also developed a cutting-edge COVID-19 dashboard that 
enabled near real-time monitoring of key metrics across all Viasat facilities. 
COVID-19 resources
To further support our employees during this challenging time, we introduced 
several resources and benefits to support a diverse set of needs, including: 
	› Expanded mental health and well-being resources
	› COVID-19 health and safety best practices resources
	› Company-provided home office equipment, such as monitors and printers
	› Financial stipend to cover pandemic-related expenses
	› Paid time off for COVID-19 related circumstances such as caring for a sick 
family member
	› Access to virtual events and culture-building opportunities
10

Putting people first
Maintaining a robust health and safety program
Even before the pandemic, we put consideration for the environmental, health, 
and safety implications of our operation at the core of everything we did – and 
we continue to do so. Throughout our global operations, we are committed to 
protecting our people, our assets, and the environment in which we work. Our 
Environmental, Health, and Safety (EHS) program is rooted in sound policies and 
procedures, and robust auditing, training, and continuous improvement practices 
designed to help us identify, prevent, and mitigate hazards.
Family-focused benefits 
The pandemic also brought about enhancements to our family-focused benefits. 
In addition to highly flexible and tailored work arrangements, Viasat provided a 
financial stipend to all employees around the world to help offset unanticipated 
expenses that may have stemmed from working remotely, or other circumstances, 
such as homeschooling small children or providing eldercare to a parent. In early 
2020, we also launched a new employee resource group (ERG), Families Helping 
Families. The group’s online meetings provide employees with families a place to 
share tips about the challenges and joys they’re experiencing, as well as to receive 
and offer support to one another.
Understanding employees’ unique needs and perspectives during the pandemic
In times of crisis, one of the most important things we can do is listen. So in June 
2020, we conducted a company-wide survey to ask employees how Viasat could 
better support them during the pandemic. The results helped us better understand 
the challenges our teams were facing and underscored the importance of frequent, 
transparent communication.
According to the results of a 2020 company-wide survey, 
94% of employees feel Viasat has been supportive to their 
needs during the COVID-19 pandemic.
“Thank you for putting people first. Viasat is among a unique 
group of companies that can genuinely say that. Because of 
that, I think Viasat will be at the forefront of shifts in the 
traditional company model and that will ultimately come back 
to benefit the Viasat company community in the long run.”               
– Employee survey respondent, Carlsbad 
11

Putting people first
Creating a great place to work 
Being a great place to work starts with fostering a culture and environment where 
every employee feels welcome, accepted, and valued for who they are. We strive to 
be a destination workplace where a diverse set of problem solvers, creators, and 
dreamers can come to grow and do the best work of their lives. 
Benefits 
Since our benefits directly impact our ability to attract, engage, and retain 
employees around the world, we put considerable thought into every aspect of 
our benefits package. Viasat takes a holistic and inclusive approach to benefits 
and wellness, shaped in part by feedback we receive in our bi-annual employee 
benefits and wellness survey and through leveraging benefits advisory groups. Our 
benefits advisory groups are comprised of employees that convene from time to 
time to help us further understand what matters most to our employees and their 
families. These insights help ensure we are offering the right benefits to empower 
our employees’ total health, including body, mind, and spirit. From educational and 
fitness reimbursements to family care benefits and time-off programs, our benefits 
are designed to promote wellness and to meet the needs of our employees at every 
stage of life.
In challenging times, Viasat employees are there to support 
one another. The Employee Relief Fund is supported 
by a mix of employee donations and Viasat corporate 
contributions, and it provides short-term financial assistance 
to help colleagues experiencing significant hardship due to 
a natural disaster, family emergency, or other unexpected 
events such as the pandemic.
“Year after year, we continue to be extremely proud of the 
talented team we’ve built and continue to attract. We 
appreciate and celebrate both the diverse mix of backgrounds 
and experiences that each of our employees brings to our 
team, as well as what unites us — a shared belief that 
everyone, everywhere should have access to connectivity 
and that we are the team that will make this belief a reality.”               
– Melinda Kimbro, Chief People Officer
12

Putting people first
Providing opportunities for learning and development
Integral to our culture of innovation at Viasat is a growth mindset and the belief 
that our employees are capable and avid learners. As a result, we encourage 
employees to explore budding interests and expand their skillsets in new domains, 
technologies, and disciplines. As Viasat grows, we want our employees to grow with 
us. Therefore, employees are provided the resources and tools needed to take on 
different responsibilities, learn new skills, move up into leadership, or completely 
reinvent their careers with us. 
Through an array of career development resources, professional and technical 
course offerings, a robust tuition reimbursement program, and self-guided 
learning opportunities, Viasat employees are empowered to take charge of their 
development and career opportunities.
We also facilitate mentoring connections through a set of mentorship programs 
and platforms that create space for meaningful career growth conversations 
outside of the standard manager-employee dynamic. In this way, employees 
are encouraged to connect with peers and other leaders across the company to 
exchange perspectives and support one another’s career development goals. In 
FY22, we are excited to be launching the Workday Talent Marketplace and Career 
Hub platform, which will provide employees with additional resources and access 
to “gig” opportunities that will further enrich their development and open up new 
career possibilities.
Attracting and retaining top talent
As a healthy talent pipeline is critical to Viasat’s success, partnerships with top 
universities like University of California at San Diego, California State University San 
Marcos, and Georgia Institute of Technology provide opportunities for us to attract 
and recruit students into our internship program and in many cases to future full-
time opportunities.
A key part of our talent 
strategy is selecting 
the best all-around 
athletes for each role. 
This means identifying 
the best talent for 
our needs today and 
recognizing those with 
the potential to keep 
growing with us for 
years to come. 
13

Internship program 
When the pandemic began sweeping the U.S. last spring, Viasat, like many companies faced a difficult decision: cancel 
our internship program or re-envision the experience as a virtual program, where possible. For the interns we were able to 
accommodate, we took steps to create a virtual experience that would be both valuable and safe. In total, 79 U.S. students 
completed the virtual internship program and the results of our internship experience survey showed that, despite the 
challenges, our interns had an overall positive experience with Viasat.
In the instances where we were unable to accommodate a virtual internship, we offered a series of virtual professional 
development courses and provided a stipend for completing the program. The program took place over a two-week period and 
was designed to provide similar learning opportunities students would have received during their Viasat internship. Ninety-nine 
percent of the students whose offers were rescinded participated in these courses, which provided exposure to topics ranging 
from leadership to neural networks to antenna systems to project management. These students were also offered a good faith 
stipend of $5,000 upon completion of the series. In a follow-up experience survey, 99 percent said they would consider 
a position with Viasat in the future.
Viasat is transforming 
digital recruiting.
Viasat is one of the 10 technology 
employers to be honored by 
Handshake for visionary engagement 
and excellence in digital recruiting.
Viasat brings an innovative 
approach to college recruiting.
Ripplematch recognized Viasat in 
its 2021 Campus Forward Awards 
for creating an interactive, engaging 
candidate experience and internship 
program — all while working
 completely remotely. 
“My view of Viasat has greatly improved due to the workshops. I could see the company values 
in the people that presented. Additionally, it speaks volumes that Viasat was willing to put on the 
series for interns! I know many people whose programs simply got canceled. I am grateful that 
Viasat still gave me such a great opportunity to grow. I look forward to future opportunities with 
the company!”
– Professional Development Workshop participant
Handshake
Early Talent
Awards
Ripplematch
2021 Campus
Forward Honoree
Putting people first
14

Putting people first
Viasat takes a genuine interest in the well-being 
of its employees
I think that Viasat respects individual differences 
(e.g., cultures, working styles, backgrounds, ideas)
I am encouraged to share my ideas, even those that 
may challenge the status quo
I am proud to work for Viasat
Viasat employee survey highlights
Employee engagement and feedback
Our success as a company is directly linked to the high engagement of our 
employees. That’s why we place a strong emphasis on staying in touch with 
employee sentiment and using the insights gleaned to help shape our environment, 
programs, and initiatives. Through our company-wide survey, which takes place 
approximately every 18 months, strategic pulse surveys throughout the year, and 
other ongoing listening exercises, employee insights are collected and shared 
with our executives and the larger employee community. These insights propel 
data-driven and engagement-centric decision making throughout the organization. 
15

Putting people first
Fostering diversity and inclusion (D&I)
As it relates to our workforce, our goal is simple — to attract, engage, and retain the 
most capable, effective, and productive workforce we can.  We welcome the broad 
range of experiences, skills, and backgrounds our employees bring to work with 
them, and we seek an inclusive environment where every employee feels valued 
and has the opportunity to excel. 
In FY21, we brought our D&I commitment to life by: 
	› Creating a new leadership role with accountability for driving D&I across 
the enterprise
	› Enhancing our focus on the development of a diverse talent pipeline
	› Conducting a company-wide D&I survey to better understand the employee 
experience and identify opportunities for improvement related to fostering a 
diverse and inclusive culture
	› Establishing an Executive D&I Steering Committee and Employee D&I Council 
to drive progress and organizational accountability
The Employee D&I Council consists of employees from across the globe who are 
helping us to remain in touch with employee sentiment, weighing in on future 
D&I initiatives, and helping surface potential areas of opportunity. The Executive 
D&I Steering Committee, which interfaces with the wider executive team, offers 
support to the Employee D&I Council, and helps prioritize and steer activity at 
the corporate level.
Here are some highlights from our 2021 D&I employee survey: 
	›
87% of respondents reported that working for a diverse organization
is important 
	›
91% of respondents feel included and respected for who they are at Viasat 
	›
93% believe their manager fosters an inclusive climate for all team members
We're encouraged by these results, and we’re committed to staying in touch 
with employee sentiment to understand what is working and where we have 
opportunities to improve. 
For FY22, we have a number of new D&I initiatives planned. For instance, we 
will pilot targeted leadership development offerings aimed at developing and 
cultivating a diverse leadership bench. We will also expand interviewing and 
assessment education to help ensure we have the knowledge and skills needed to 
select the highest caliber talent. We look forward to sharing our progress in these 
areas and others in our next report.
16

Putting people first
Cultivating an inclusive culture
At Viasat, our Employee Resource Groups (ERGs) are employee led, driven and 
organized groups with the purpose of building meaningful connections with fellow 
employees around shared experiences, culture, and interests. Our ERGs focus on 
five key areas of impact for our company: community, culture, career, outreach, 
and business. To date, we have nine active ERGs with multiple chapters across our 
locations including California, Texas, Colorado, Georgia, Massachusetts, India, and 
Ireland. Check out more about each of our ERGs here.
Viasat is a Best Place to Work for Disability Inclusion 
and recognized on the 2020 Disability Equality Index by 
Disability:IN and the American Association of People with 
Disabilities (AAPD).
Families
Helping
Families
Black
Professional
Alliance
Ability
Alliance
Pride
Alliance
NextGen
Alliance
Hispanic
Latino
Alliance
Women
in Tech
Alliance
Veterans
Alliance
South
Asian
Alliance
17

Putting people first
Promoting diversity during recruiting and hiring
Our commitment to D&I is anchored in inclusive and equitable talent management 
practices to help us to attract, select, engage and retain the talented team we need 
to win. For starters, we consider a multi-dimensional view of diversity including 
factors such as gender, race, age, and ethnicity as well as degree type, educational 
background, cross-industry experience, and a host of other variables that affect 
one’s contributions to a team. 
Additionally, we are integrating a range of industry tested and validated D&I best 
practices into talent acquisition to help mitigate the potential of unconscious bias. 
These include education for interviewers and hiring managers, diverse interview 
panels, and structured interviews and scorecards. 
We have also taken steps to increase the diversity of our candidate base with 
campus outreach aimed toward programs serving underrepresented students, 
minority-serving institutions, and diversity-focused student organizations on the 
campuses of top universities. 
For the fifth consecutive year, we were proud to again sponsor the Grace Hopper 
Celebration.  The 2020 event was held virtually in October, drawing more than 
30,000 women from around the world, including 23 Viasat engineers who were 
thrilled to have the opportunity to contribute to and support, the mission of more 
women in STEM.
The National Society 
of Black Engineers, 
Society of Women 
Engineers, and the 
Society of Hispanic 
Engineers are a few 
of the organizations 
we have partnered 
with at various college 
campuses. Our 
University Recruiting 
team also collaborates 
with Viasat’s ERGs to 
participate in recruiting 
events and help to 
deliver more inclusive 
recruiting experiences. 
“Viasat’s attendance at Grace Hopper says that we support 
and value female diversity, as statistically women are 
underrepresented in computing in both education and industry. 
I think conferences like Grace Hopper are important because 
they recognize and celebrate females in tech by giving 
companies the opportunity to recruit, students the chance 
to learn about the industry and connect with their peers, 
and professionals a place to network.” 
– Connie Chang, Viasat software engineer
18

In 2019, Viasat co-created and sponsored our first Women in Aviation panel to bring 
women in the business together to discuss challenges, successes, and how to inspire 
more women to enter the industry. 
To further these efforts, we partnered with UN Women to promote its Generation 
Equality campaign, and joined airlines to help share this important message in 
conjunction with International Women’s Day 2021. 
With five international airlines on board, we created a campaign shown to passengers 
on airplane portals when they connected to Viasat Wi-Fi. This effort spread awareness 
of the Generation Equality message, and passengers were able to make a donation to 
the cause from 30,000 feet. 
We plan to continue our efforts in this important area — Viasat’s partnership with UN 
Women will carry us into the future and take flight once again in 2022.
Supporting gender equality 
in aviation
19

Putting people first
1 in 5 Viasat employees 
volunteered or gave to 
charitable organizations
1,300+ global 
organizations received 
support from Viasat 
employee programs
> $1.4 million donated 
through donation 
and volunteer match 
initiatives and 
employee giving
Engaging communities 
Whether it’s helping out after a natural disaster, mentoring students to develop technology skills, supporting the military and 
their families, or strengthening our local communities, we encourage employees to explore opportunities to make a difference 
in the communities where they live, work, and play.
Through the Viasat Giving Program, we empower employees to change the world while we support them and the causes they 
care about. The program focuses on three areas:
Engaged employees: As a company that puts employees first, we support employees who use their time, talent, and financial 
resources to create positive impacts in their communities. Employees are offered a $2,000 donation and volunteer match, skills-
based volunteer opportunities, and group events each year.  
STEAM education: We believe students should have equitable access to science, technology, engineering, art, and math 
(STEAM) education that enables the confidence, skills, and knowledge needed to be prepared for careers of the future in a 
quickly evolving world.
Military & veteran outreach: We’ve made a commitment to support veterans, active-duty service members, their spouses, and 
families to ensure the military community can thrive and achieve their fullest potential. 
“I love being able to share my volunteer work with my colleagues! It's also amazing to work for a 
company that supports the volunteer work of its employees.” 
– Katie Becker, IT Technical Writer
2020 Viasat Giving highlights
20

Despite the challenges of the global pandemic, Viasat employees rose to the challenge 
and participated in Viasat’s annual volunteer outreach event.  Employees were 
encouraged to participate in a new virtual volunteer program called Viasat in the 
Classroom where volunteers are paired with teachers and classrooms to provide 
virtual lessons on satellites and tech careers for K-12 students. In addition, employees 
participated in outdoor cleanup projects, as well as on their own with family members 
in their local neighborhoods and communities. 
Viasat Volunteerism
21

Powering connections
DIGITAL INCLUSION 
BENEFITS EVERYONE
22

Powering connections
Powering connections
We believe everyone and everything can be connected. For 35 years, we’ve been shaping how families, communities, 
businesses, governments, and militaries around the world communicate — even in the hardest-to-reach places.
Enabling digital and social inclusion
Nearly half the world doesn’t have access to reliable internet, a problem that isn’t just about connectivity. It’s about quality of 
life. That’s where Viasat comes in. 
Through Viasat Community Internet, we're improving lives by bringing connectivity where it’s needed most. We're going where 
other internet service providers can’t or won’t go to help establish or enhance connections to the things that matter most, such 
as education, healthcare, agriculture, business resources, and family.
With minimal local infrastructure investment, Viasat establishes connectivity in these communities by installing community 
internet hotspots that connect to one of our satellites. This innovative approach is economically sustainable, scalable, and 
presents opportunities for us to make progress toward our mission to connect the world. 
Since we launched the program in early 2016, we’ve installed hotspots in communities across Mexico, Guatemala, and Nigeria, 
bringing internet within reach of hundreds of thousands of people that were previously unserved or underserved. We are 
actively expanding the service into communities throughout Latin America and Africa, and we plan to further accelerate our 
global expansion with ViaSat-3, our next-generation satellite constellation, where we have stretched existing infrastructure and 
incorporated innovative technology.
Delivering valuable communications and connectivity 
experiences — anywhere
Viasat’s Community Internet service was named a finalist in Fast Company’s 
2020 World Changing Ideas Awards in the North America and Developing 
World Technologies categories. 
 “Connecting the unconnected and underconnected through our Viasat Community Internet 
program is an example of our commitment to digital inclusion in action. We look forward to 
utilizing ViaSat-3 to reach even more people across the world who could not historically 
leverage technology to enhance personal, business, education, and health needs.”
– Evan Dixon, President of Global Fixed Broadband
23

In 2018, more than half of Brazil was without internet. That’s millions of people 
living in rural communities who lacked access to online education, healthcare, 
business opportunities, and loved ones. Working with Telebras, Brazil’s state-owned 
telecommunications company, Viasat has been able to help connect thousands of 
government sites and millions of students under the Brazilian e-government initiative 
known as Governo Eletrônico – Serviço de Atendimento ao Cidadão (GESAC), bringing 
broadband access to unconnected and underconnected people across the country.
Some of the first GESAC sites were installed in 2018, starting with schools in the 
northern town of Pacaraima. As in many other places, those schools had legacy cell 
or satellite services that offered very slow internet speeds that were inadequate for 
applications like streaming educational videos or supporting more than one user 
at a time. With current speeds enabled by Viasat and Telebras, students are better 
positioned to take advantage of the educational assets available online, including 
free digital learning courses. 
In partnership with Telebras, we have so far connected 2.5 million students whose 
schools had either no internet or substandard internet service, as well as a host of 
other government sites.
Encouraging digital adoption in 
Brazil’s schools and beyond
24

Powering connections
Promoting economic growth
Viasat empowers people to share ideas, keep in touch, stay safe, and connect to a 
world of opportunity. We channel the power of connectivity, working with global 
partners to create economic prosperity in communities all over the world. 
Creating jobs in Australia 
When Viasat launched its new Real-Time Earth (RTE) facility in Alice Springs, 
Australia in 2020, we formed a long-term, mutually beneficial partnership to bring 
connectivity and economic opportunity to the Australian outback. 
The Alice Springs RTE site is owned and operated by the Centre for Appropriate 
Technology (CfAT), an Aboriginal-owned organization established to research, 
design, develop, and teach appropriate technologies and deliver technical training 
to Indigenous people living in Australia’s underserved communities. With support 
from Indigenous Business Australia (IBA), CfAT built and owns the facility through 
its wholly-owned commercial subsidiary CfAT Satellite Enterprises.
The development of the facility will provide a positive contribution to the local 
economy through contract opportunities for local businesses during the facility 
construction phase, and ongoing employment opportunities for local Aboriginal 
people once operational — as the CfAT facilities management team will be 
providing ongoing site maintenance.
By launching the RTE facility in partnership with CfAT, Viasat gained an ideal 
location to expand RTE technology. We also created an opportunity for CfAT 
to become Australia’s first and only Aboriginal-owned-and-operated ground
 segment service provider. The project ensures that Indigenous Australians 
are active participants in the space economy and realize the benefits of 
space-enabled services. 
“It’s a great opportunity for Indigenous Australians to get 
involved in enhancing Australia’s space sector — a significant 
step in a sector that requires specific skill sets and management. 
The project brings Indigenous employment opportunities for the 
community, particularly new technology and technical skills to 
the region.” 
– Eddie Fry, Chairman, Indigenous Business Australia
25

Powering connections
Keeping customers connected
Internet access has been a lifeline for the millions conducting their work and social lives at home and online during the global 
pandemic. Because of this, internet connectivity — and the service Viasat provides to historically unserved and underserved 
areas — is more important than ever.
In March 2020, we announced our commitment to meet the Federal Communications Commission’s Keep Americans Connected 
pledge. As part of the pledge, we agreed to support residential and small business customers affected by the pandemic by 
providing service despite an inability to pay bills, waiving any and all late fees, and opening Wi-Fi hotspots to those in need. We 
extended the program through June 30, 2020.
Operating through disruption
The innovations and investments into increasingly more productive satellites and networks allowed us to serve the needs of 
many as their demand for higher quality service grew to accommodate work and school from home.
“We made constant changes and improvements in our network to ensure our customers were 
served during the pandemic.” 
– Carlin Charteris, Senior Director of Development at Viasat
26

Powering connections
Keeping customers connected continued
Since the beginning of the pandemic, we’ve taken several steps to continue 
providing high-quality, reliable internet service, including but not limited to: 
Specific examples of the items above include:
	› Identifying and allowing key traffic categories commonly used in work-from-
home and learn-from-home applications (like Zoom) to remain at full speed 
during business and school hours regardless of our subscribers’ monthly usage
	› Shifting non-urgent background traffic when necessary beyond normal 
contractual obligations
	› Increasing the speeds provided to first-responder and other healthcare business
	› Creating a low-cost hardship plan to help subscribers who experienced 
financial hardship to stay connected through participation in the FCC Keep 
Americans Connected plan, and working with customers to establish 
payment plans
Putting critical network management procedures in place 
to help ensure our networks remained highly reliable for our customers
Modeling and forecasting network usage 
to best manage and allocate resources in real time
Prioritizing critical business and education applications 
is a critical capability of our flexible satellite network assets
27

Powering connections
Adapting to threats
At Viasat, we have a responsibility to ensure the reliability, safety, and security of our products and services. We are monitoring, 
assessing, and responding to risks proactively and identifying ways to improve our preparedness. 
Protecting our network and products
Our Foundational Security Principles (FSPs) outline the security expectations for every Viasat product and solution. In 
accordance with the FSPs, we strive to:
The FSPs enable us to do the right thing, the right way, all the time. We provide compliance tools and solutions to boost 
implementation and support efforts to measure teams’ performance against the FSPs, so we can quickly detect any incidents of 
non-compliance.  
As part of this ongoing effort, we also require employees to complete mandatory courses on the FSPs and cybersecurity best 
practices. In October 2020, we held a series of employee-led events to celebrate Cybersecurity Month, including cybersecurity 
and awareness briefings and an ask-me-anything session with Viasat’s Chief Information Security Officer.
Encrypt every piece of 
information we touch
Test and update the security of 
solutions on a constant basis
Store and share only 
relevant information
To help government and military personnel working from home and other underserved areas 
during the pandemic, Viasat is delivering a specific network encryption solution designed 
to help government employees, first responders, elected officials, and warfighters securely 
access data from any location equipped with a personal, public, or private broadband network. 
28

GLOBAL 
COVERAGE, GLOBAL 
RESPONSIBILITY.
Protecting the planet
29

Protecting the planet
Protecting the planet
We continue to drive sustainability initiatives forward, recognizing the impacts our 
products and operations have on the environment.
Managing environmental performance
Our commitment to reducing our environmental impacts starts with our 
employees. By empowering teams to implement, monitor, and continually improve 
our environmental management system (EMS) and Green Environmental Policy,  
we’re able to drive progress on our three environmental objectives: 
Our EMS is certified to the International Organization for Standardization (ISO) 
14001 standard. Aligning with the ISO 14001 standard enables us to enhance 
environmental performance, fulfill compliance obligations, and achieve our 
environmental objectives. The EMS is managed by a dedicated team 
of EHS professionals who convene quarterly with stakeholders throughout 
the organization to discuss progress, share insights, and identify 
improvement opportunities. 
Taking action to reduce the environmental impacts of 
our operations   
Reduce greenhouse gas (GHG) emissions 
through strategic implementation of efficient 
infrastructure and renewable energy sources
1.
2.
3.
Promote the recycling 
of applicable and significant waste streams across 
Viasat’s global locations
Exercise product stewardship 
through the design, procurement, and manufacturing 
aspects of our business 
30

Protecting the planet
Despite all the unique EHS challenges of 2020, Viasat again 
achieved ISO 14001 certification at our Carlsbad and Duluth 
sites and achieved ISO 14001 certification at three Australia 
locations for the first time.
Reducing and recycling waste
In our approach to managing waste, we encourage employees to recycle applicable 
waste products in all office locations. At our Carlsbad headquarters, we strive 
to ensure organic waste is composted and plan to make this a key focus when 
employees safely return to in-office work environments. We’re also working to 
procure only compostable utensils for use in our on-campus employee cafes.
Viasat partners with the Technology Conservation Group, an electronics recycling 
service, to deconstruct and recycle all unusable TRIAs (transmit and receive 
integrated assemblies) and modems to prevent landfill disposal. In FY21, we 
recycled 115,633 pounds of residential terminal equipment.  
In addition, we recycled a total of 44 tons of batteries and other e-waste in FY21. We 
also recycled 187,770 pounds of paper, which in result helped save:
	› 35,676 gallons of oil
	› 657,195 gallons of water
	› 375,540 kWh of energy
	› 1,605 trees
	› 282 cubic yards of landfill space
Our campus café partners are committed to sustainability. In addition 
to sustainably-sourced food products, the company conserved 2,100 
pounds of oil and recycled 1,975 pounds of waste in 2020. Together, 
these efforts resulted in: 
6,719 pounds
GHG emissions reduction 
120 pounds
packaging reduction 
173 pounds
fertilizer and pesticide reduction
31

Protecting the planet
Managing hazardous substances
We strive to embrace product stewardship by minimizing the environmental impacts of hazardous substances throughout the 
entire product lifecycle — from purchasing raw materials to the development, manufacturing, distribution, usage, and disposal 
of the product.
Our environmental compliance team uses an internally developed dashboard to ensure other teams across the company are 
updated on the latest hazardous substance regulations, including, but not limited to: 
	› REACH: Registration, Evaluation, Authorization, and Restriction of Chemicals (REACH) is an EU regulation that addresses the 
production and use of chemical substances, and their potential impacts on both human health and the environment. 
	› RoHS: Restriction of Hazardous Substances in Electrical and Electronic Equipment (RoHS) is an EU regulation that addresses 
the use of hazardous substances in electrical and electronic equipment to protect the environment and public health.

This dashboard enhances our capabilities by providing product engineers the ability to see which regulations a particular 
component is subject to on a country-by-country basis. This tool can also transfer compliance data to our product design 
software so that teams can review the compliance status of all product components.
Lifecycle phase
Our approach
Procurement
Procurement integrates environmental quality assurance provisions with terms and 
conditions as part of purchase order placements.
Development
Our product engineers work with our environmental compliance experts to ensure new 
product designs comply with hazardous substance regulations.
Manufacturing
Manufacturing works with the EHS team to recycle hazardous waste such as lead solder, 
e-waste, batteries, and metals. All hazardous substances and waste are labeled, handled, 
and disposed of in accordance with local, state, and national regulations. 
Distribution
In accordance with global trade requirements, we label all products containing hazardous 
materials. This process ensures our product shipments are safe in transit and quickly 
delivered to their destinations without delay. 
Usage
Each product has the appropriate label information to indicate to the user environmental 
and safety compliance, where applicable (i.e., U.S., Europe).
Disposal
At manufacturing sites, we consider all discarded material as hazardous until it is 
classified during the waste identification process. This helps us ensure we’re always 
handling all waste responsibly and in accordance with our regulatory requirements. 
32

Protecting the planet
Complying with environmental regulations 
Our conflict minerals steering committee oversees the design and execution of our conflict minerals program. Members of our 
steering committee include senior executives from our finance, legal, operations, engineering, and supply chain departments. 
The steering committee’s responsibilities include reviewing and approving our Statement on Conflict Minerals, the design of 
our conflict minerals program, and the results of our reasonable country of origin and due diligence measures. Our steering 
committee meets throughout the year to review and discuss our conflict minerals program, and is briefed on the status and 
findings of the supply chain due diligence we conduct each year.
Using resources responsibly
We are committed to sustainability across our operations. We hold ourselves to a high standard of environmental stewardship in 
areas where we have the greatest impact and influence. We push ourselves to operate efficiently, use resources responsibly, and 
limit our GHG footprint.
Embracing product stewardship
In our Commercial Aviation business, we are building products that airlines can leverage to reduce their carbon footprint. Our 
wireless in-flight entertainment and communication and digital document products can dramatically reduce aircraft weight, 
with savings in fuel costs and lower GHG emissions. Our Connected Flight Deck helps pilots optimize routes in real time, again 
cutting fuel consumption while increasing passenger comfort. Other business areas design or redesign products to be lighter, 
energy efficient (low-voltage), and employ hazard-free materials.
Innovating to promote greater connectivity
Satellite communications networks require three main components to work: a satellite in orbit, an antenna, and the ground 
network, which is made up of individual ground stations. With sizable antennas aimed at the satellite, ground stations are 
often quite large and costly to build and operate. A nationwide network like ours might have dozens of ground stations, often in 
underserved locations, to serve one satellite. 
Much of this, however, is changing. With the next generation of satellites, we are reimagining ground systems to help us expand 
our network capacity. We’ve reimagined the traditional model to drastically reduce the size and cost of each ground station and 
increase the number of stations while also improving performance, providing better service, and increasing network capacity.
Responsible use of space
Viasat is committed to both near and long-term sustainability of space. We believe by employing a responsible approach 
to space safety, this global common will be accessible by many in the years to come, allowing New Space broadband 
communications, science, and exploration to continue for future generations.
We also recognize that maintaining safety in space requires responsible action from multiple stakeholders. Across the world, 
we’re actively engaging policymakers and other companies in our industry to develop sound policy and to raise public 
awareness of the issue. In March 2021, we published a policy proposal asking the Biden-Harris Administration to direct federal 
agencies to fully examine and address issues associated with space pollution.
33

Protecting the planet
Reducing energy use and GHG emissions
Responsible energy consumption helps to avoid or reduce harmful GHG emissions.  At our headquarters and across our 
operations in recent years, we have:
In FY21, we worked with a third party to evaluate patterns and identify where there were large spikes in energy use. The results 
of the evaluation helped us minimize these spikes, thereby reducing energy use and cost and avoiding GHG emissions.
Water use
To save water, we implement water strategies depending on what makes the most sense for a location. For example, we:
Headquarters
All locations
	› Met California Title 24 energy efficiency standards 
through smart lighting, occupancy sensors, and other 
applications
	› Installed roughly 400 kW solar arrays on 
new buildings
	› Implemented composting programs for
 onsite cafes
	› Completed energy-efficient capital improvements to 
meet engineering and production needs
	› Provided 126 electric vehicle charging stations for 
employees across four locations*
From electric vehicle stations to LED lighting and solar panels covering 33% of the roof space, 
our Carlsbad campus was built with energy efficiency in mind. In 2020, the Carlsbad office 
received a San Diego Gas & Electric Excellence in Energy Leadership Award. 
*Leased office locations
Reuse recycled water 
for landscaping in 
Carlsbad, California
Use landscape rain sensors to 
ensure irrigation systems do 
not operate when it rains in 
Duluth, Georgia
Install building upgrades, such 
as low-flow sink faucets at 
multiple sites
34

Protecting the planet
Encouraging employee involvement
Sustainability often begins with passionate employees. We strive to empower 
employees to explore and support the causes that matter most to them, including 
being sustainable in their day-to-day work environment. At our offices, we:
	› Provide ongoing employee education around sustainability
	› Offer programs to support alternate commutes
	› Hold annual Earth Day celebrations
Through our campus design, we encourage employees to build a relationship with 
nature, which we believe creates a sense of ownership around our environmental 
sustainability efforts. Our campuses include recycling stations, bocce ball courts, 
jogging and biking trails, shade structures for informal meetings, and ample green 
space that incorporates 11,000 native plants and trees. In whatever way suits them 
best, we offer ways for our employees to remain connected to the natural world. 
Supporting 
Clean Air Day
Hundreds of Viasat employees 
worldwide came together to 
celebrate Clean Air Day 2020 
by taking action to reduce 
environmental pollution. 
After signing the Clean Air 
Pledge, each employee chose 
how they could individually 
make an impact on better 
air quality by doing common 
things like changing their 
home filters, buying local 
produce, planting trees, 
walking or biking instead of 
driving, and switching to all-
natural cleaners. 
In further support of Clean 
Air Day, Viasat committed to 
planting 500 trees with Eden 
Reforestation Projects, as 
well as one additional tree for 
every employee that took 
the pledge. 
In the end, 10% of employees 
around the world took the 
Clean Air Pledge and Viasat 
planted 1,028 trees on 
their behalf.
35

Space, like any other natural resource, has its limits. Our objective is to be a leader 
in bringing benefits of space technology to the world in a sustainable, responsible 
and inclusive way. We are focused on cooperating with a broad range of responsible 
nations and global partners. 
In addition to bringing the benefits of new technology to communities around the 
world, we have also been working with a broad range of policymakers and industry 
leaders to promote rules and practices that allow multiple stakeholders to participate 
safely in all facets of the space economy.  As more countries and nongovernmental 
organizations learn about and understand these risks, there is growing interest in 
adopting sustainable space policies and practices and determining how to ensure 
scarce orbits and spectrum remain accessible for all space faring nations.
To participate successfully in the New Space economy, we all will need a clear vision 
of what the globally regulated environment will entail, and how it will come about.  
At Viasat, we believe there is a way for safe, sustainable and inclusive access to space.
Not proactively addressing these risks could ultimately make space inaccessible 
to everyone.
36
Safe, sustainable access to space
A message from our executive chairman

Protecting the planet
Implications of unregulated access to space
We are seeing increased awareness of these issues among nations with their own 
space investments and are optimistic that wider understanding will help drive 
a sustainable outcome. Collectively, nations can establish norms that reflect 
accessibility to Low Earth Orbit (LEO) in a safe, sustainable, and equitable manner 
that is consistent with their common individual sovereign interests to internet 
access, national security, economic progress, and technology innovation.
We are confident that an equitable, environmentally sustainable allocation of 
scarce orbital resources will create enormous opportunities for companies that 
are responsible, transparent, and collaborative.
We encourage those interested to access our website for compilations of regulatory 
filings, academic research, relevant publications from other responsible space 
players, and other information on space safety, collision risk, environmental 
risks, spectrum regulation, and other factors that urgently require global attention 
and cooperation.
37

Protecting the planet
Impaired use of orbits
	› Most space debris is in LEO.
	› Collision risk increases with the cross-sectional area, mass, and number of 
satellites in the constellation.
	› It can take years for a failed satellite to deorbit. Impaired use of orbits could limit 
the use of those orbits altogether, including ones that overlap or intersect.
	› Even small fragments can pulverize a spacecraft, or damage it in a way that 
makes it uncontrollable and lets it collide, creating more fragments.
	› Collisions that occur above or below the International Space Station (ISS) or 
other manned space stations will endanger human lives and inhibit further 
space exploration activities for those who would like to operate within LEO or 
traverse through LEO to higher orbits.
“Collisions can have a devastating impact, sending large clouds of high-speed shrapnel-like 
space junk into surrounding orbits. This space junk can disable or destroy other satellites that 
are critical for connectivity, mapping, weather, and defense purposes — and it can persist for 
decades and even a century or more, making access to space riskier and more expensive.” 
– Day One Project
“… [T]he rise in orbital debris in space compromises valuable 
assets and threatens to make space inaccessible. If satellites 
cannot reliably maneuver, we are likely to soon see collisions 
and more debris spreading out over hundreds of kilometers, 
polluting surrounding orbits for years. Some could even 
plummet to Earth, creating an unsafe situation for aircraft and 
all of us on the ground.”  
– Congressman Mike Levin
Implications of ignoring these risks:
Physical damage to existing and future spacecraft & satellites
Kessler Syndrome: space debris (expired spacecraft, expendable vehicles, fragments of the same) remain in orbit for years, 
decades, or even centuries and randomly collide with each other. The debris density increases after each collision increasing 
the rate of future collisions and further increasing the density of debris in these orbits to the point that the collision rate 
becomes so high that all satellites are consumed.
38

Protecting the planet
Environmental impact on Earth
	› Upon re-entry at end of life, LEO satellites combust and release harmful 
particulates, compounding global warming.
	› Increasing greenhouse gas emissions are causing the atmosphere to contract, 
reducing drag on LEO objects, keeping them in orbit longer and increasing the 
likelihood of space collisions.
	› Further, these satellites may not fully burn up upon re-entry, threatening lives 
and property on the ground and in the air. 
"Air, space, and light pollution now present looming 
environmental threats created by the launch of new 'mega-
constellations' of thousands of satellites in the part of space 
near Earth called 'Low Earth Orbit' (LEO). A 'take risks and fail 
often' approach to new technology has been extended to space 
without consideration of the fact that mistakes in space cannot 
be cleaned up like they can on Earth."
– Day One Project
39

Protecting the planet
"Footprint" in Space
The space in LEO is becoming more and more congested as the debris and number 
of spacecraft increases.  As many have concluded even with commercial “best 
practices” there is a limit to orbital congestion. And, some operators are taking 
advantage of this fact and deliberately intending to preclude any other operator 
from ever using economically valuable orbits by putting up constellations with 
large numbers of satellites with relatively large footprints and completely seizing 
all the “slots” available at those orbits. Worse still — those satellites do not make 
efficient use of the resources they are seizing.
In addition, given the decreasing costs to deploy these LEO satellites into 
space, there is a cost/safety tradeoff being made that reduces the likelihood 
of successfully maneuvering to avoid the inherent risk of collisions.  Some are 
motivated to adopt practices that force other space users to bear significant 
negative externalities, raising their economic costs and ultimately jeopardizing the 
viability of certain parts of space — i.e., the tragedy of the commons. Economics 
and ethics alone are not adequate to incentivize companies to adopt responsible 
practices designed to ensure that the shared orbital environment remains available 
for all to use safely.  
Not dissimilar to the situation around congested airports and the limits that all 
countries studied to understand how to regulate the airline industry to ensure 
safety of aircraft and human life, create efficiencies in air traffic management and 
still allow for a competitive industry, it is important to understand the limits in 
space and how we address these limits going forward.  Measuring the “footprint” of 
the constellations being launched and their effect on the environment, safety and 
sustainability of low earth orbit is critical. Studying elements such as the usefulness 
of satellites relative to the resources they consume (e.g. bandwidth per total cross 
sectional area and mass in those orbits), how much “space” they consume when 
utilizing these orbits, and their collision probability for their constellation as a 
whole are all factors that governments should be factoring in when licensing these 
systems to ensure equitable and sustainable access to space.  Best practices alone 
cannot solve this looming crisis.
40

Protecting the planet
Loss of functionality due to lack of harmonized global regulations
Spectrum interference due to overcrowding and/or conflicting national regulatory 
policies risks undermines the purpose and effectiveness of space systems 
(communications, sensing, and otherwise) over geographic regions both within 
nations and outside international borders.
Tragedy of the commons 
Nations are beginning to understand the limits to LEO, and that granting landing 
rights to unproven foreign systems could undermine their own national interests 
and potentially lead to individual nations exploiting gaps in norms. 
"The situation resembles a real estate grab, with competing 
firms racing to claim as much of space as they possibly can—
before governments can apportion rights or coordinate with 
industry on how to keep an increasingly crowded sky full of 
functioning satellites."1
“For decades the world ignored calls for action on climate 
change. It would be tragic that just as nations begin to 
recognize the need to protect the Earth, they fail to collaborate 
on the preservation of space."2
¹Silverman, Jacob, April 29, 2021, “Elon Musk Wants to Move Fast and Break Space,” https://newrepublic.com/article/162096/spacex-starlink-satellite-internet-profit-space.
²Hollinger, Peggy, March 30, 2021, "Galactic battle over Musk’s Starlink is a concern for space community," https://www.ft.com/content/e3de5629-cf4e-4930-9ff6-9c2d18946d92.
41

Protecting the planet
Taking action on sustainable & safe access to space 
As a global player in satellite communications for decades, we at Viasat are 
proactively addressing the issues and risks that threaten sustainable and safe 
access to space by:
	› Research and Modeling — Viasat has invested extensive resources, researching 
and analyzing existing published research and computer models identifying, 
quantifying, and assessing collision risks in space. We have identified key 
attributes of constellations, individual satellites, and orbits that determine 
collision risk. We have also assessed potential mitigation methods to reduce risks 
of collisions and run-away creation of space debris while still allowing sustainable 
use of space debris. We are continuing to research additional environmental/
sustainability impacts of man-made objects in space such as potential global 
warming impacts due to re-entry of man-made space objects and impacts on 
optical and radio astronomy.
	› Regulatory and Policy Activism — First, we conducted extensive research 
regarding existing and potential policies and regulations to mitigate the adverse 
effects of man-made space objects. We then collaborated with domestic and 
international regulators, policy makers, and the many stakeholders concerned 
with these issues, to align around sustainable space strategies and are continuing 
to develop proposals and work towards policy adoption and enforcement that 
will reflect the highly accelerated launch of these space objects.
	› Designing for efficiency and safety — Our objective is to help ensure that 
limited global orbital resources remain available for the benefit of all, and 
that existing and emerging spacefaring nations have equitable access. We are 
engineering new systems in a sustainable way that can deliver the same benefits 
that dangerous mega-constellations purport to offer, but with far fewer risks of 
collisions and run-away debris, decreased impact to global warming, and without 
adverse effect on astronomy and the night sky.
42

Protecting the planet
Bottom line
The risks associated with this rapidly evolving quest to occupy space are real.  The cost to access space is falling while the 
congestion in space is increasing.  And, while regulations and policies to promote safety, efficiency and equity in space may 
be complex, we believe it is not only worth pursuing in terms of technology, business models, and the need to reduce 
congestion in space, it is critical to the future of our industry and humanity.  
We believe that effective regulation can motivate operators to design and fund constellations that are inherently resource 
efficient, economically attractive, and inclusive to global players around the world while also minimizing the congestion in 
space that could otherwise negatively impact the future trillion-dollar space economy, astronomy, human exploration and 
indeed the impact to our atmosphere here on Earth.
With appropriate stewardship at all levels of government and in industry, the future in space is great.  Viasat will continue 
its dedication to solving these issues with policymakers around the world to ensure safe, responsible, and equitable access 
to space. 
43

DOING THE RIGHT 
THING, EVERYTIME.
Leading with integrity
44

Leading with integrity
Leading with integrity
We are dedicated to maintaining the highest standards of business integrity and 
ethical conduct.
Securing and maintaining the trust of our stakeholders 
Board 
snapshot
Maintaining strong corporate governance
We promote a culture of uncompromising ethics and integrity in all that we do, 
including corporate governance, oversight, accountability, and transparency. 
To learn more, see our governance policies and programs. 
Our Board of Directors
Our business is managed under the direction of our Board of Directors (Board), 
which is currently comprised of eight members, six of whom are independent. 
The Board leadership structure is currently comprised of an Executive Chairman, 
who was formerly our Chief Executive Officer, and a Lead Independent Director. 
The role of Lead Independent Director was established in 2019 to provide 
strong, independent leadership for the Board. The Lead Independent Director’s 
responsibilities include presiding over all meetings of the Board at which the 
Executive Chairman is not present, calling meetings of independent directors, and 
functioning as a liaison with the Executive Chairman.
Our Board has adopted corporate governance guidelines, which address items 
such as the qualifications and responsibilities of our directors and director 
candidates and corporate governance policies and standards applicable to us in 
general. The Nomination, Evaluation and Corporate Governance Committee of the 
Board annually reviews the composition of directors to ensure they collectively 
possess the appropriate business acumen, diversity, integrity, and personal and 
professional experience to navigate the strategic issues facing the company and 
deliver the high standard of governance expected by our stockholders. 
The Board is responsible for overseeing management in the execution of its 
responsibilities and for assessing the company’s approach to risk management. 
The Board exercises these responsibilities periodically as part of its meetings and 
through the Board’s committees, each of which examines various components of 
enterprise risk as it pertains to the committee’s area of oversight. In addition, an 
overall review of risk is inherent in the Board’s consideration of the company’s long-
term strategies and in the transactions and other matters presented to the Board, 
including capital expenditures, acquisitions and divestitures, and financial matters.
10 years
Average tenure of 
independent directors
45

Leading with integrity
Acting with integrity
Our commitment to conducting business with honesty and integrity is captured in 
our Guide to Business Conduct. The guide serves as a source of guiding principles 
and applies to our entire global workforce, including our Board and executive team. 
The guide also provides information on the values line, as well as other resources 
for reporting ethical concerns.
Because Viasat maintains U.S. government contracts, we’re required by law to 
provide regular ethics training to the employees performing the government-
contracted services. To ensure we’re going above and beyond this requirement, 
all employees, permanent or temporary, and consultants working six consecutive 
months or longer complete the Viasat Workplace Ethics course on an annual basis 
— whether they are involved with government-contracted projects or not.
Our Ethics Advisory Committee oversees our ethics 
program. The committee, which is comprised of members of 
our executive leadership team and other company leaders, 
reviews and updates all ethics policies, determines content 
for our annual Workplace Ethics course, and engages in the 
ongoing dialogue on ethics-related issues. 
“As a company, we believe that adherence to the highest 
standards of business integrity in all facets is vital to protecting 
Viasat’s reputation, investor confidence, and customer loyalty.”
– Shawn Duffy, SVP & Chief Financial Officer
46

Leading with integrity
Holding suppliers accountable
There’s strength in numbers. That’s why Viasat builds strong supply chain business partnerships for global success in a 
technology-driven economy. As we grow and scale across the world, it’s important for us to continue holding our 5,000+ 
partners to high social and environmental standards. 
Maintaining high supplier standards
Each year, our core suppliers receive a survey to determine whether suppliers are maintaining an Environmental Management 
System, meeting quality standards, and complying with other social, environmental, and quality requirements. Unacceptable 
performance may be addressed through corrective action or termination.
We have an obligation to our stakeholders to choose capable suppliers that comply with ethical standards. Our quality 
department assesses potential suppliers in key commodities for risks and quality using a supplier assessment survey tool, site 
visit, and qualification audit. 
Important supplier policies, information, and resources are available online at viasat.com/supplier-information.
Human rights
To promote the advancement of fundamental human rights, Viasat is committed to eliminating conflict minerals from our 
products. This commitment, detailed in our Statement on Conflict Minerals, also extends to our suppliers. We require suppliers 
to complete the industry Conflict Minerals Report Template form upon request and to perform reasonable due diligence of their 
supply chains to determine if conflict minerals are sourced from the Democratic Republic of the Congo or adjoining countries 
that directly or indirectly support human rights violations.
In addition, Viasat respects international human rights through its compliance with the U.K. Modern Slavery Act of 2015. More 
information about Viasat’s efforts to prevent slavery and human trafficking in its supply chain and own business is available 
online at viasat.com/legal/legal-statements.
Protecting data privacy
We make it a priority in all areas of our business to respect the privacy of our stakeholders. Our privacy policies detail our 
approach to protecting the personal data we collect, use, store, and share.
We continually strive to comply with our obligations under applicable laws and regulations and enlist the help of technology 
to ensure we’re on track. In 2020, we launched Solutions Hub, a collaborative intergroup review process that enables us to 
quickly vet new technology providers for data privacy and security risks. And, to ensure our employees remain vigilant, they are 
required to complete data privacy and security training during onboarding and then at periodic intervals during 
their employment. 
47

Disclosure
Description
Cross-reference, omissions, and explanations
Organizational profile
102-1
Name of the organization
Viasat, Inc.
102-2
Activities, brands, products, and 
services
FY21 10-K, pp. 2-7
102-3
Location of headquarters
Carlsbad, California, USA
102-4
Location of operations
FY21 10-K, p. 38
Viasat has leased facilities and offices across the United States. Viasat 
also maintains an international presence in Australia, Brazil, China, 
India, Ireland, Israel, Italy, Mexico, Netherlands, Switzerland, and the 
United Kingdom. Viasat operates earth station locations to support 
satellite broadband services across the United States, Canada, and 
Brazil.
102-5
Ownership and legal form
FY21 10-K, p. 2
102-6
Markets served
FY21 10-K, pp. 2-6
102-7
Scale of the organization
FY21 10-K, pp. 11, 20, 38, 48
Economic performance, p. 63
Workforce performance, p. 72
102-8
Information on employees and 
other workers
Workforce performance, p. 69-75
102-9
Supply chain
FY21 10-K, pp. 3-7
102-10
Significant changes to the 
organization and its supply chain
There have been no significant changes to Viasat's organization or 
supply chain in the reporting period.
GRI content index
GRI 102: General disclosures 2016*
*Viasat's FY21 ESG Impact Report applies the 2016 version of the GRI Standards; “2016” refers to the Standards issue date, not the date of information presented in this report.
48

GRI content index
GRI 102: General disclosures 2016* continued
Disclosure
Description
Cross-reference, omissions, and explanations
102-11
Precautionary Principle or 
approach
Protecting the planet, p. 33
102-12
External initiatives
Viasat supports the UN Sustainable Development Goals and the UN 
Women's Generation Equality Campaign.
102-13
Membership of associations
Viasat is a member of numerous associations, but is most active in the 
following: 

›   Airline Passenger Experience Association (APEX)
›   Armed Forces Communications and Electronics Association (AFCEA)
›   Army Aviation Association of America, Inc. (AAAA)
›   Association of the United States Army (AUSA)
›   Business Council for International Understanding (BCIU)
›   CompTIA Space Enterprise Council
›   Inter-American Dialogue
›   International Telecommunication Union (ITU)
›   National Business Aviation Association (NBAA)
›   National Defense Industrial Association (NDIA)	

›   US Chamber of Commerce
›   Wireless Broadband Alliance (WBA)
*Viasat's FY21 ESG Impact Report applies the 2016 version of the GRI Standards; “2016” refers to the Standards issue date, not the date of information presented in this report.
49

Disclosure
Description
Cross-reference, omissions, and explanations
Strategy
102-14
Statement from senior 
decision maker
A message from our Executive leadership, p. 3
Ethics and integrity
102-16
Values, principles, standards, and 
norms of behavior 
We are Viasat, p. 5
Leading with integrity, p. 46
102-17
Mechanisms for advice and 
concerns about ethics
Guide to Business Conduct
Corporate Governance Guidelines
Governance
102-18
Governance structure
Governance
Leading with integrity, p. 45
Stakeholder engagement
102-40
List of stakeholder groups
Communities
Customers
Employees
Industry peers
Investors
Policymakers
Suppliers
102-41
Collective bargaining agreements
The majority of our employees are not represented by a labor union and 
are not party to any collective bargaining agreement (CBA) in connection 
with his or her employment with us. The applicable CBA depends on 
the location and industry. Our employees in Brazil are subject to CBAs, 
which is the country standard. Our employees in Spain and Italy are also 
subject to industry specific CBAs, which is common in those countries.
102-42
Identifying and selecting 
stakeholders
Viasat's stakeholders include those who impact or are impacted 
by Viasat and its operations. These individuals and entities may be 
connected to, and interested in, the company from an employment, 
business, investment, regulatory, legal, and/or reputational perspective. 
Viasat engages with all stakeholders through different channels and 
with varying frequency.
GRI content index
GRI 102: General disclosures 2016* continued
*Viasat's FY21 ESG Impact Report applies the 2016 version of the GRI Standards; “2016” refers to the Standards issue date, not the date of information presented in this report.
50

GRI content index
GRI 102: General disclosures 2016* continued
Disclosure
Description
Cross-reference, omissions, and explanations
102-43
Approach to stakeholder 
engagement
Perspectives for our key stakeholder groups were included in our first 
priority issues analysis in 2020. Regular channels and frequency for 
engagement with each stakeholder group include surveys and written 
communication. Specific examples are detailed in the narrative of the 
report.
102-44
Key topics and concerns raised
Our commitment to ESG, p. 7

The issues identified in our priority issues analysis are essential to our 
business success and reflect the topics of highest concern to us and to 
our stakeholders. By understanding the issues our key stakeholders care 
about, we can anticipate how our business activities will affect them 
and their engagement with Viasat.
Stakeholder engagement
102-45
Entities included in the 
consolidated financial statements 
FY21 10-K, pp. 2-3
102-46
Defining report content and topic 
Boundaries
Our commitment to ESG, p. 7
102-47
List of material topics
Our commitment to ESG, p. 7
102-48
Restatements of information
Because this is Viasat's inaugural report, there are no restatements of 
information. 
102-49
Changes in reporting
Because this is Viasat's inaugural report, there were no significant 
changes in reporting.
102-50
Reporting period
This inaugural report provides information for fiscal year 2021, 
beginning April 1, 2020 through March 31, 2021, unless otherwise noted.
102-51
Date of most recent report
July 2021
102-52
Reporting cycle
Annual
102-53
Contact point for questions 
regarding the report
Questions should be directed to SocialImpact@Viasat.com
102-54
Claims of reporting in accordance 
with the GRI Standards
This report has been prepared in accordance with the GRI Standards: 
Core option. 
102-55
GRI content index
GRI content index, pp. 48-55
102-56
External assurance 
We have not received external assurance for this report. 
*Viasat's FY21 ESG Impact Report applies the 2016 version of the GRI Standards; "2016" refers to the Standards issue date, not the date of information presented in this report.
51

Material topic
Management approach cross-reference
Relevant external entities
Economic
GRI 205: Anti-corruption 2016
Leading with integrity, pp. 46-47
Guide to Business Conduct
Communities
Customers
Investors
Policymakers
Environmental
GRI 307: Environmental 
Compliance 2016
Protecting the planet, pp. 32-33
Customers
Policymakers
GRI 308: Supplier Environmental 
Assessment 2016
Leading with integrity, p. 47
Customers
Suppliers
Social
GRI 404: Training and 
Education 2016
Putting people first, pp. 13-14
Not applicable
GRI 405: Diversity and Equal 
Opportunity 2016
Putting people first, pp. 16-18
Customers
Investors
GRI content index
GRI 103: Topics and topic boundaries 2016*
*Viasat's FY21 ESG Impact Report applies the 2016 version of the GRI Standards; "2016" refers to the Standards issue date, not the date of information presented in this report.
52

Topic
Disclosure Description
Cross-reference, omissions, explanations
Economic
GRI 201: Economic 
Performance 2016**
201-1
Direct economic value generated 
and distributed
Economic performance, p. 63
FY21 10-K, p. 48
GRI 203: Indirect 
Economic Impacts 
2016**
203-1
Infrastructure investments and 
services supported
Powering connections, pp. 23-25
203-2
Significant indirect economic impacts
Powering connections, pp. 23-25
GRI 205: Anti-
corruption 2016
205-1
Operations assessed for risks related 
to corruption
Leading with integrity, p. 46-47
205-2
Communication and training about 
anti-corruption policies and procedures
Guide to Business Conduct
Leading with integrity, p. 46
205-3
Confirmed incidents of corruption and 
actions taken 
Ethics performance, p. 64
GRI content index
GRI 200-400: Topic-specific disclosures 2016*
53
*Viasat's FY21 ESG Impact Report applies the 2016 version of the GRI Standards; "2016" refers to the Standards issue date, not the date of information presented in this report.
**We have reported additional disclosures not related to material topics.

Topic
Disclosure Description
Cross-reference, omissions, explanations
Environmental
GRI 302: Energy 
2016**
302-1
Energy consumption within the 
organization
Environmental performance, p. 65
302-3
Energy intensity
Environmental performance, p. 65
302-4
Reduction of energy consumption
Protecting the planet, pp. 34
GRI 305: Emissions 
2016**
305-1
Direct (Scope 1) GHG emissions
Environmental performance, p. 66
305-2
Energy indirect (Scope 2) GHG emissions
Environmental performance, p. 66
305-4
GHG emissions intensity
Environmental performance, p. 66
305-5
Reduction of GHG emissions
Protecting the planet, pp. 30-31, 34
GRI 306: Effluents 
and Waste 2016**
306-2
Waste by type and disposal method
Environmental performance, p. 67
306-3
Significant spills
Environmental performance, p. 67
306-4
Transport of hazardous waste
Environmental performance, p. 67
GRI 307: 
Environmental 
Compliance 2016
307-1
Non-compliance with environmental 
laws and regulations
Environmental performance, p. 68
GRI 308: Supplier 
Environmental 
Assessment 2016
308-1
New suppliers that were screened using 
environmental criteria
Leading with integrity, p. 47
Environmental performance, p.68
308-2
Negative environmental impacts in the 
supply chain and actions taken
Environmental performance, p.68
GRI content index
*Viasat's FY21 ESG Impact Report applies the 2016 version of the GRI Standards; "2016" refers to the Standards issue date, not the date of information presented in this report.
**We have reported additional disclosures not related to material topics.
GRI 200-400: Topic-specific disclosures 2016* continued
54

Topic
Disclosure Description
Cross-reference, omissions, explanations
Social
GRI 401: 
Employment 2016**
401-1
New employee hires and 
employee turnover
Workforce performance, pp. 74-75
401-2
Benefits provided to full-time employees 
that are not provided to temporary or 
part-time employees
Careers
Putting people first, pp. 10-12
GRI 403: 
Occupational Health 
and Safety 2018**
403-1
Occupational health and safety 
management system
Putting people first, p. 11
403-2
Hazard identification, risk assessment, 
and incident investigation
Protecting the planet, pp. 10-11
403-3
Occupational health services
Putting people first, pp. 10-11
403-4
Worker participation, consultation, and 
communication on occupational health 
and safety
Putting people first, pp. 10-11
403-5
Worker training on occupational 
health and safety
Putting people first, p. 11
403-6
Promotion of worker health
Putting people first, pp. 10-11
403-7
Prevention and mitigation of occupational health and 
safety impacts directly linked by business relationships
Putting people first, p. 11
403-8
Workers covered by an occupational 
health and safety management system
Health and safety performance, p. 76
403-9
Work-related injuries
Health and safety performance, p. 76
GRI 404: Training 
and Education 2016
404-2
Programs for upgrading employee skills 
and transition assistance programs
Putting people first, pp. 13-14
GRI 405: Diversity 
and Equal 
Opportunity 2016
405-1
Diversity of governance bodies 
and employees
Diversity performance, pp. 69-73
GRI 413: Local 
Communities 
2016**
413-1
Operations with local community 
engagement, impact assessments, and 
development programs
Putting people first, pp. 20-21
GRI 418: Customer 
Privacy 2016**
418-1
Substantiated complaints concerning 
breaches of customer privacy and losses 
of customer data
Viasat did not experience substantiated 
complaints concerning breaches of customer 
privacy and losses of customer data in FY21.
GRI content index
GRI 200-400: Topic-specific disclosures 2016* continued
*Viasat's FY21 ESG Impact Report applies the 2016 version of the GRI Standards; "2016" refers to the Standards issue date, not the date of information presented in this report.
**We have reported additional disclosures not related to material topics.
55

SASB code
Accounting or activity metric
Answer, cross-reference, omissions, explanations
Hardware
Product security
TC-HW-230a.1
Description of approach to identifying 
and addressing data security risks 
in products
Powering connections, p. 28

Viasat follows industry best practices to assess risk. 
We have processes to identify and monitor potential 
security risks within our IT systems, including compliance 
monitoring for our ten company-wide security principles. 
Viasat conducts manual and automated tracking to 
identify compliance gaps and create a roadmap for 
compliance score improvement. Before introducing a new 
IT system, each system is subject to a formal centralized 
review, conducted by representatives in Viasat's privacy 
compliance, security, risk management, procurement, and 
technology departments. 
Employee diversity & inclusion
TC-HW-330a.1
Percentage of gender and racial/
ethnic group representation for (1) 
management, (2) technical staff, and (3) 
all other employees
Diversity performance, pp. 69-70
Product lifecycle management
TC-HW-410a.1
Percentage of products by revenue that 
contain IEC 62474 declarable substances
100% of Viasat's products contain IEC 62474 declarable 
substances. 
TC-HW-410a.2
Percentage of eligible products, by 
revenue, meeting the requirements for 
EPEAT registration or equivalent
100% of Viasat's products meet the requirements for EPEAT 
registration or equivalent. 
TC-HW-410a.3
Percentage of eligible products, by 
revenue, meeting ENERGY STAR® criteria
Viasat does not track nor require ENERGY STAR® criteria 
for products with the exception of the Australian 52B 
project. Viasat did not receive any FY21 revenue from 
selling products that meet the requirements for ENERGY 
STAR® certification. 
TC-HW-410a.4
Weight of end-of-life products and 
e-waste recovered, percentage recycled
Environmental performance, p. 67
SASB index
SASB sector standards 2018*
*Viasat's FY21 ESG Impact Report applies the 2018 version of the Hardware, Telecommunication Services, and Electronic Manufacturing Services & Original Design Manufacturing Sustainability 
Accounting Standards; “2018” refers to the Standards issue date, not the date of information presented in this report.
56

SASB code
Accounting or activity metric
Answer, cross-reference, omissions, explanations
Hardware
Supply chain management
TC-HW-430a.1
Percentage of Tier 1 supplier facilities 
audited in the RBA Validated Audit 
Process (VAP) or equivalent, by (a) all 
facilities and (b) high-risk facilities
This information is not available.
TC-HW-430a.2
Tier 1 suppliers’ (1) non-conformance 
rate with the RBA Validated Audit Process 
(VAP) or equivalent, and (2) associated 
corrective action rate for (a) priority 
non-conformances and (b) other 
non-conformances
Ethics performance, p. 64
Materials sourcing
TC-HW-440a.1
Description of the management of risks 
associated with the use of 
critical materials
FY21 10-K, p. 15
SASB code
Activity metric
Answer, cross-reference, omissions, explanations
TC-HW-000.A
Number of units produced by 
product category
Commercial Networks: 3,079,624
Enterprise Systems: 1,465,542
Government Systems: 698,669
TC-HW-000.B
Area of manufacturing facilities
Leased manufacturing facilities: 563,656  f²
Owned manufacturing facilities: None
TC-HW-000.C
Percentage of production from 
owned facilities
Viasat does not own manufacturing facilities.
SASB index
SASB sector standards 2018* continued
*Viasat's FY21 ESG Impact Report applies the 2018 version of the Hardware, Telecommunication Services, and Electronic Manufacturing Services & Original Design Manufacturing Sustainability 
Accounting Standards; “2018” refers to the Standards issue date, not the date of information presented in this report.
57

SASB code
Accounting or activity metric
Answer, cross-reference, omissions, explanations
Telecommunication services
Environmental footprint of operations
Competitive 
Behavior & Open 
Internet
(1) Total energy consumed, (2) 
percentage grid electricity, and  (3) 
percentage renewable
Environmental performance, p. 65
Data privacy
TC-TL-220a.1
Description of policies and practices 
relating to behavioral advertising and 
customer privacy
Leading with integrity, p. 47

We collect personal data that is necessary to deliver our services to the 
user, and we only use personal data disclosed to the user at the time 
of collection. We process two general categories of personal data: (1) 
data provided to Viasat by the user and (2) data that Viasat collects 
automatically from the user. 

Where required by applicable law, Viasat obtains consent prior to 
collecting personal data and honors users' rights with respect to their 
personal data. Viasat maintains internal and external-facing privacy 
policies and notices that govern Viasat's processing of personal data. 
Viasat did not collect or disclose personal data of users or visitors to 
Viasat's digital properties for online behavioral advertising purposes 
(as such term is defined in the DAA Self-Regulatory Principles) in 
FY21. To the extent that Viasat engages in targeted advertising, Viasat 
partners with third-party companies to reach segments of consumers 
who may be interested in Viasat service offerings.
TC-TL-220a.2
Number of customers whose information 
is used for secondary purposes
Viasat uses customer information that has been appropriately 
aggregated or anonymized for the secondary purpose of improving 
Viasat's product and service offerings, in which case the data remains 
internal to Viasat. Viasat only retains customer information for the 
length of time necessary to complete the purposes for which the 
personal data was collected, and as communicated to customers at or 
before the time of data collection. 
TC-TL-220a.3
Total amount of monetary losses as a 
result of legal proceedings associated 
with customer privacy
Viasat was not subject to any legal proceedings associated 
with customer privacy in FY21. 
TC-TL-220a.4
(1) Number of law enforcement requests 
for customer information, (2) number 
of customers whose information was 
requested, and (3) percentage resulting 
in disclosure
(1) Number of law enforcement requests for customer information: 226
(2) Number of customers whose information was requested: 228
(3) Percentage resulting in disclosure: 65.5%

The figures above represent U.S. operations only. European operations 
did not field law enforcement requests in FY21.
SASB index
SASB sector standards 2018* continued
*Viasat's FY21 ESG Impact Report applies the 2018 version of the Hardware, Telecommunication Services, and Electronic Manufacturing Services & Original Design Manufacturing Sustainability 
Accounting Standards; “2018” refers to the Standards issue date, not the date of information presented in this report.
58

SASB code
Accounting or activity metric
Answer, cross-reference, omissions, explanations
Telecommunication Services
Data security
TC-TL-230a.1
(1) Number of data breaches, (2) 
percentage involving personal 
identifiable information (PII), and (3) 
number of customers affected
Viasat did not experience any data breaches in FY21. 
TC-TL-230a.2
Description of approach to identifying 
and addressing data security risks, 
including use of third-party cybersecurity 
standards
Powering connections, p. 28

Viasat maintains a risk-based information security management 
program. The company conducts regular risk assessments that 
consider a variety of threats, including malicious and accidental 
events. Viasat implements appropriate controls to manage risks 
which include administrative and/or technical detectives, as well as 
preventive and corrective controls based on industry and regulatory 
best practices, frameworks, and requirements.
Product end-of-life management
TC-TL-440a.1
(1) Materials recovered through take 
back programs, percentage of recovered 
materials that were (2) reused, (3) 
recycled, and (4) landfilled
Environmental performance, p. 67
Competitive behavior & open internet
TC-TL-520a.1
Total amount of monetary losses as a 
result of legal proceedings associated 
with anti-competitive behavior 
regulations
Viasat was not subject to any legal proceedings associated 
with anti-competitive behavior in FY21. 
TC-TL-520a.2
Average actual sustained download 
speed of (1) owned and commercially-
associated content and (2) non-
associated content
Viasat does not provide any owned or commercially-
associated content. Viasat provides service to a broad array 
of markets, from dense urban areas to remote rural areas. 
Available speeds vary by geography. 
TC-TL-520a.3
Description of risks and opportunities 
associated with net neutrality, paid 
peering, zero rating, and related 
practices
Requirements related to net neutrality and associated 
practices vary in the jurisdictions and markets in which 
Viasat operates. Viasat complies with any and all applicable 
requirements. Please see Viasat's SEC reports for any 
disclosures relating to material risks and opportunities 
associated with laws and regulations addressing 
net neutrality.
SASB index
SASB sector standards 2018* continued
*Viasat's FY21 ESG Impact Report applies the 2018 version of the Hardware, Telecommunication Services, and Electronic Manufacturing Services & Original Design Manufacturing Sustainability 
Accounting Standards; “2018” refers to the Standards issue date, not the date of information presented in this report.
59

SASB code
Accounting or activity metric
Answer, cross-reference, omissions, explanations
Telecommunication services
Managing system risks from technology disruptions
TC-TL-550a.1
(1) System average interruption 
frequency and 
(2) Customer average interruption 
duration
(1) System average interruption frequency: 10.4/year
(2) Customer average interruption duration: 1.2 hours

This data excludes outages due to rain on the end user terminal 
since adequate metrics are not available.
TC-TL-550a.2
Discussion of systems to provide 
unimpeded service during service 
interruptions
The reliability and performance of our networks may be 
disrupted by environmental and/or social events such as the 
loss of a satellite, weather events, software or hardware failures, 
and cyberattacks. As such, it is critical for Viasat to continually 
monitor our network for outages and interruptions. We invest in 
technology intended to help mitigate and respond to network 
disruptions and follow advanced procedures to minimize outages. 
Powering connections, pp. 26-28.
SASB code
Activity metric
Answer, cross-reference, omissions, explanations
TC-TL-000.A
Number of wireless subscribers
This disclosure is not applicable, as Viasat does not have wireless 
subscribers. 
TC-TL-000.B
Number of wireline subscribers 
This disclosure is not applicable, as Viasat does not have wireline 
subscribers. 
TC-TL-000.C
Number of broadband subscribers
Number of U.S. fixed broadband subscribers: 590,000
TC-TL-000.D
Network traffic
This information is considered to be competitively sensitive and is 
therefore not disclosed.
SASB index
SASB sector standards 2018* continued
*Viasat's FY21 ESG Impact Report applies the 2018 version of the Hardware, Telecommunication Services, and Electronic Manufacturing Services & Original Design Manufacturing Sustainability 
Accounting Standards; “2018” refers to the Standards issue date, not the date of information presented in this report.
60

SASB code
Accounting or activity metric
Answer, cross-reference, omissions, explanations
Electronic Manufacturing Services & Original Design Manufacturing1
Water management
TC-ES-140a.1
(1) Total water withdrawn and (2) total 
water consumed, percentage of each 
in regions with High or Extremely High 
Baseline Water Stress
Environmental performance, p. 67
Waste management
TC-ES-150a.1
(1) Amount of hazardous waste from 
manufacturing, (2) percentage of 
hazardous waste recycled
Environmental performance, p. 67
Labor practices
TC-ES-310a.1
(1) Number of work stoppages and (2) 
total days idle
Health and safety performance, p. 76
Labor conditions
TC-ES-320a.1
(1) Total recordable incident rate (TRIR) 
and (2) near miss frequency rate (NMFR) 
for (a) direct employees and (b) contract 
employees
Health and safety performance, p. 76
TC-ES-320a.2
Percentage of  (1) entity’s facilities and 
(2) Tier 1 supplier facilities audited in 
the RBA Validated Audit Process (VAP) 
or equivalent, by (a) all facilities and (b) 
high-risk facilities 
Ethics performance, p. 64
TC-ES-320a.3
(1) Non-conformance rate with the 
RBA Validated Audit Process (VAP) 
or equivalent and (2) associated 
corrective action rate for (a) priority 
non-conformances and (b) other non-
conformances, broken down for (i) the 
entity’s facilities and (ii) the entity’s Tier 1 
supplier facilities
Ethics performance, p. 64
SASB index
SASB sector standards 2018* continued
*Viasat's FY21 ESG Impact Report applies the 2018 version of the Hardware, Telecommunication Services, and Electronic Manufacturing Services & Original Design Manufacturing Sustainability 
Accounting Standards; “2018” refers to the Standards issue date, not the date of information presented in this report.
1There are duplicate disclosures among the three SASB sector standards Viasat reports. In the SASB index above, we include the first occurrence of each disclosure and omit any duplicates.
61

SASB index
SASB sector standards 2018* continued
SASB code
Accounting or activity metric
Answer, cross-reference, omissions, explanations
Product lifecycle management
TC-ES-410a.1
(1) Weight of end-of-life products and 
e-waste recovered, (2) percentage of end-
of-life products e-waste recovered and 
subsequently recycled
Environmental performance, p. 67
SASB code
Activity metric
Answer, cross-reference, omissions, explanations
TC-ES-000.A
Number of manufacturing facilities
Leased manufacturing facilities: 4
Owned manufacturing facilities: 0
TC-ES-000.C
Number of employees 
Workforce performance, p. 72
*Viasat's FY21 ESG Impact Report applies the 2018 version of the Hardware, Telecommunication Services, and Electronic Manufacturing Services & Original Design Manufacturing Sustainability 
Accounting Standards; “2018” refers to the Standards issue date, not the date of information presented in this report.
62

FY21
FY20
FY19
FY18
Financial performance (in millions, USD)
Revenues
Total revenues
$2,256.1
$2,309.2
$2,068.3
$1,594.6
Product revenues
$1,044.5
 $1,172.5
 $1,092.7
 $755.5
Service revenues
$1,211.7
 $1,136.7
 $975.6
 $839.1
Revenues by segment
Satellite services
 $868.9
 $826.6
 $684.2
 $589.3
Commercial networks
 $320.9 
 $344.6 
 $428.4 
 $233.2 
Government systems
 $1,066.3 
 $1,138.1 
 $955.6 
 $772.1 
Costs and operating expenses
Cost of product revenues
 $774.9 
 $845.8 
 $834.5 
 $553.7 
Cost of service revenues
 $789.4 
 $763.9 
 $703.2 
 $567.1 
Selling, general and administrative
 $512.3 
 $523.1 
 $458.5 
 $385.4 
Independent research and development
 $115.8 
 $130.4 
 $123.0 
 $168.3 
Amortization of acquired intangible assets
 $5.5 
 $7.6 
 $9.7 
 $12.2 
Income tax
(Provision for) benefit for income taxes
 $(9.4) 
 $7.9 
 $41.0 
 $35.2 
Net income (loss) attributable to Viasat, Inc. 
Net income (loss) attributable to Viasat, Inc. 
 $17.1 
$(0.2) 
 $(67.6)
$(67.3)
Performance data
Economic performance1
¹For fiscal years ended March 31.
63

FY21
FY20
FY19
FY18
Anticorruption and anticompetitive behavior
Ethics trainings
Total number of employees that the anti-
corruption policies and procedures have been 
communicated to
95%
97%
98%
97%
Total number of governance body members that 
the anti-corruption policies and procedures have 
been communicated to
100%
100%
100%
100%
Confirmed incidents of corruption
Total number of confirmed incidents of corruption
0
0
0
0
Total number of confirmed incidents in which 
employees were dismissed or disciplined for 
corruption
0
0
0
0
Total number of confirmed incidents when 
contracts with business partners were terminated 
or not renewed due to violations related to 
corruption
0
0
0
0
Public legal cases regarding corruption brought 
against the organization
0
0
0
0
Labor conditions
Total non-conformance rate with the RBA Validated 
Audit Process (VAP) or equivalent
0
0
0
0
Associated corrective action rate for priority non-
conformances
0
0
0
0
     Tier 1 supplier facilities 
0
0
0
0
Associated corrective action rate for other non-
conformances
0
0
0
0
     Tier 1 supplier facilities 
0
0
0
0
Performance data
Ethics performance1
¹For fiscal years ended March 31.
64

FY21
FY20
FY19
FY18
Energy (MWh) **
Total energy consumption
77,810
75,264
-
-
     Percentage nonrenewable
99%
97%
-
-
     Percentage renewable
1%
3%
-
-
Non-renewable energy consumption
77,319
72,919
-
-
     Gasoline
562
551
-
-
     Diesel
219
158
-
-
     Electricity
71,871
64,330
-
-
     Natural gas
4,667
7,880
-
-
Renewable energy consumption
491
2,345
-
-
     Electricity
491
2,345
-
-
Energy intensity (MWh per million dollars 
of revenue)
34
33
-
-
Performance data
Environmental performance1
¹For fiscal years ended March 31.
2Increase in electricity consumption was due to the addition of new buildings to Viasat's portfolio.
 **Dashes indicate where data is not available.
65

FY21
FY20
FY19
FY18
Greenhouse gas emissions (MT CO2e) **
Total absolute emissions - Location based
27,580
26,249
-
-
Total absolute emissions - Market based
27,430
25,439
-
-
     Scope 1 
1,237
2,161
-
-
     Scope 2 - Location based
26,343
24,088
-
-
     Scope 2 - Market based
26,193
23,278
Total normalized emissions (MT CO2e / 
Million $USD Revenue
12.16
11.02
-
-
     Emission intensity - Scope 1
0.55
0.94
-
-
     Emission intensity - Scope 2 
11.61
10.08
-
-
Performance data
Environmental performance1 continued
¹For fiscal years ended March 31.
**Dashes indicate where data is not available.
66

FY21
FY20
FY19
FY18
Waste (Metric tons) **
Total waste disposal
209
165
-
-
Recycling2
236
255
-
-
Landfill3
209
165
-
-
Other 
0
0
0
0
Materials recovered through take-back programs
Reuse 
91%
92%
84%
85%
Recycling
7%
8%
15%
14%
Landfill
3%
1%
1%
1%
Hazardous waste **
Total hazardous waste generated(3)(4)
46
60
18
 - 
Hazardous waste recycled (%)
97%
98%
97%
-
Total number of significant spills
0
0
0
0
     Total volume of significant spills 
0
0
0
0
Total volume of significant spills                     
recovered 
0
0
0
0
Total hazardous waste transported
46
60
0
0
Hazardous waste exported
46
60
0
0
Hazardous waste shipped 
internationally (%)
0
0
0
0
Water
Total water consumption5 (gallons)
10,393,979
 17,884,595 
11,633,797
 3,797,680 
Performance data
Environmental performance1 continued
¹For fiscal years ended March 31.
2Includes recycled ROHS solder, gold, lead solder, mixed single stream recyclables, wood, metal, batteries, cooking oil, e-waste, cardboard, and paper.
3Includes universal waste and hazardous waste data from up to 57% of Viasat locations.
4Includes universal waste and hazardous waste data.
5Includes data from 19, 21, 20, and 11 Viasat locations in FY21, FY20, FY19, and FY18, respectively.
**Dashes indicate where data is not available.
67

FY21
FY20
FY19
FY18
Environmental fines
Total monetary value of 
significant fines
$0
$0
$0
$0
Total number of 
non-monetary sanctions
0
0
0
0
Cases brought through dispute 
resolution mechanisms
0
0
0
0
Supplier environmental screening
Percentage of new suppliers screened 
using environmental criteria (%)
72%
52%
83%
85%
Number of suppliers assessed for 
environmental impacts
57
59
45
47
Number of suppliers identified as having 
significant actual and potential negative 
environmental impacts
7
9
7
8
Performance data
Environmental performance1 continued
¹For fiscal years ended March 31.
68

Racial/ethnic composition of U.S. workforce and board of directors²
American Indian/
Alaska Native
Asian
Black/
African American
Hispanic/
Latino
FY21
FY20
FY21
FY20
FY21
FY20
FY21
FY20
U.S. workforce
Total U.S. workforce
0.5%
0.5%
14%
13%
4%
4%
8%
8%
Technical
0.5%
0.5%
16%
15%
3%
3%
6%
7%
Non-technical
0.5%
0.5%
9%
8%
5%
6%
12%
11%
Management 
0.3%
0.2%
9%
9%
2%
2%
6%
6%
U.S. workforce: female
Total U.S. workforce
0.8%
0.6%
17%
17%
4%
4%
12%
11%
Technical 
0.5%
0.5%
24%
25%
3%
2%
8%
7%
Non-technical 
1%
0.5%
10%
9%
5%
5%
12%
12%
Management 
0%
0%
10%
9%
2%
1%
7%
7%
U.S. workforce: male
Total U.S. workforce
0.3%
0.3%
14%
13%
4%
5%
8%
8%
Technical 
0.5%
0.5%
14%
14%
4%
3%
6%
7%
Non-technical 
0.5%
0.5%
8%
8%
6%
7%
12%
11%
Management 
0.3%
0.3%
9%
9%
2%
3%
6%
5%
Board of directors
Board of directors
13%
13%
25%
25%
0%
0%
0%
0%
Performance data
Diversity performance1
¹For fiscal years ended March 31.
2 Not all figures add up to 100 percent due to rounding.
69

Racial/ethnic composition of U.S. workforce and board of directors²
Native Hawaiian/ 
Other Pacific Islander
Two or
more races
White
Race/ethnicity
not specified
FY21
FY20
FY21
FY20
FY21
FY20
FY21
FY20
U.S. workforce
Total U.S. workforce
0.5%
0.5%
3%
3%
60%
61%
10%
10%
Technical
0.5%
0.5%
3%
3%
60%
60%
11%
11%
Non-technical
0.5%
0.5%
4%
3%
60%
60%
9%
11%
Management 
0.3%
0.3%
2%
2%
71%
73%
9%
7%
U.S. workforce: female
Total U.S. workforce
0.6%
0.6%
4%
4%
60%
60%
3%
3%
Technical 
0.5%
0.5%
2%
3%
51%
50%
11%
12%
Non-technical 
0.5%
0.5%
5%
5%
60%
62%
7%
6%
Management 
0%
0%
5%
3%
60%
72%
8%
7%
U.S. workforce: male
Total U.S. workforce
0.5%
0.4%
3%
3%
68%
67%
2%
2%
Technical 
0.5%
0.5%
3%
3%
62%
62%
10%
10%
Non-technical 
0.5%
0.5%
3%
3%
61%
62%
9%
8%
Management 
0.3%
0.4%
1%
2%
72%
73%
9%
7%
Board of directors
Board of directors
0%
0%
0%
0%
63%
63%
0%
0%
Performance data
Diversity performance1 continued
¹For fiscal years ended March 31.
2 Not all figures add up to 100 percent due to rounding.
70

Age composition of workforce
Over 50 years old
30-50 years old
Under 30 years old
Age not specified
FY21
FY20
FY21
FY20
FY21
FY20
FY21
FY20
Employee category
Company
33%
35%
51%
50%
15%
14%
0%
0%
Technical
31%
33%
51%
51%
18%
16%
0%
0%
Non-technical
35%
38%
52%
49%
13%
13%
0%
0%
Management 
38%
38%
59%
58%
4%
4%
0%
0%
Board of directors
Board of directors
75%
86%
25%
14%
0%
0%
0%
0%
Additional workforce diversity
FY21
FY20
Veterans
 430 
452
Employees with disabilities
 380 
282
Performance data
Diversity performance1 continued
¹For fiscal years ended March 31.
2 Not all figures add up to 100 percent due to rounding.
71

Workforce breakdown by gender2
Total
Male
Female
Non-binary
Gender not
specified
FY21
FY20
FY21
FY20
FY21
FY20
FY21
FY20
FY21
FY20
Total
 6,168 
 6,192 
72%
75%
24%
24%
0.2%
0.2%
4%
0.6%
Employment contract
Permanent and temp 
employees3
 5,510 
5,812
75%
75%
25%
24%
0.1%
0.1%
0.3%
0.3%
Contingent workers4
 319 
131
20%
60%
9%
26%
0.3%
0.8%
71%
14%
Interns  
 339 
249
71%
75%
26%
22%
1%
2%
1%
0.4%
Employment type
Full-time
 5,408 
5,683
75%
75%
25%
24%
0.1%
0.1%
0.3%
0.3%
Part-time (casual, 
emeritus, etc.)
 102 
129
76%
80%
24%
20%
0%
0%
1%
0.8%
Employee category
Management
 1,262 
 1,243 
80%
81%
20%
19%
0%
0%
0.2%
0.2%
Technical 
 3,626 
3,859
84%
84%
16%
15%
0.3%
0.3%
0.2%
0.5%
All other employees 
 2,191 
2,084
52%
58%
37%
41%
0.2%
0.8%
10%
0.5%
Employee age group
Under 30 years old
 845 
 974 
69%
70%
30%
29%
0.5%
0.3%
0.5%
0.6%
30-50 years old
 2,837 
 2,914 
74%
75%
25%
24%
0.1%
0.1%
0.4%
0.3%
Over 50 years old
 1,828 
 1,924 
78%
78%
22%
22%
0%
0%
0.1%
0.2%
Age not specified
 0%   
0%
0%
0%
0%
0%
0%
0%
0%
0%
Workforce by region
U.S.
 4,989 
 5,308 
75%
75%
25%
25%
0.1%
0.1%
0.2%
0.2%
Outside U.S.
 521 
 504 
78%
78%
21%
20%
0.2%
0.2%
2%
2%
Performance data
Workforce performance¹
¹ For fiscal years ended March 31.
2 Not all figures add up to 100 percent due to rounding.
3 Permanent and temporary employees paid by Viasat.
4 Contingent workers paid by a third party.
72

Percentage of female employees
FY21
FY20
FY19
FY18
Total
24%
24%
24%
24%
Region
U.S.
24%
25%
25%
24%
Outside U.S.
18%
20%
21%
19%
Performance data
Workforce performance¹ continued
¹For fiscal years ended March 31.
73

Employee turnover and rate
Employee turnover (absolute)
Employee turnover rate (%)
FY21
FY20
FY21
FY20
Total
 798 
 501 
14%
9%
Voluntary
 357 
 379 
6%
7%
Involuntary
 441 
 122 
8%
2%
Turnover by region
U.S.
 719 
 448 
14%
9%
Outside U.S.
 79 
 53 
15%
12%
Turnover by gender
Female
 197 
 152 
14%
11%
Male
 597 
 346 
14%
8%
Non-binary 
 1 
0
20%
0%
Gender not specified
 3 
 3 
15%
46%
Turnover by age group
Under 30 years old
 176 
 154 
20%
20%
30-50 years old
 336 
 214 
12%
8%
Over 50 years old
 286 
 133 
15%
7%
Age not specified
0
0
0%
0%
Performance data
Workforce performance¹ continued
¹For fiscal years ended March 31.
74

New employee hires
FY21
FY20
Total
 490 
898
New employee hires by region
U.S.
 398 
751
Outside U.S.
 92 
147
New employee hires by gender
Female
 144 
245
Non-binary 
 1 
0
Male
 343 
637
Gender not specified
 2 
16
New employee hires by age group
Under 30 years old
 193 
275
30-50 years old
 234 
469
Over 50 years old
 63 
154
Age not specified
0
0
Performance data
Workforce performance¹ continued
¹For fiscal years ended March 31.
75

FY21
FY20
FY19
FY18
Health and safety
Workers represented by formal joint management-worker 
health and safety committees (%)
0%
0%
0%
0%
Trade union formal agreements' inclusion of health and 
safety topics (%)
0%
0%
0%
0%
Work stoppages
0
0
0
0
Total days idle
0
0
0
0
Total recordable injuries
16
19
19
7
Disease
4
0
0
0
Days away from work
42
146
9
35
Restricted duty days
203
397
123
25
Fatalities
0
0
0
0
Accident cause: slip/trip/fall
5
5
8
1
Accident cause: repetitive motion
1
1
3
0
Accident cause: lifting
3
1
3
0
Accident cause: miscellaneous
7
12
5
6
Work hours per year
9,355,953
9,451,201
8,993,032
8,113,993
Experience modification rate (EMR)
0.5
0.5
0.5
0.5
Total recordable incident rate (TRIR)
0.3
0.4
0.4
0.2
Direct employees
0.3
0.4
0.4
0.2
Days away/restricted cases (DART)
0.1
0.2
0.1
0.0
Performance data
Health and safety performance¹
¹For fiscal years ended March 31.
76

FY21
FY20
FY19
FY18
Philanthropic giving (USD)
Total giving 
$1,352,402 
$1,327,254 
$1,413,532 
$1,204,665 
Corporate employee matching gift program
$756,750 
$693,358 
$694,745 
$535,832 
Grants and sponsorships 
$595,652 
$633,896 
$718,787 
$668,833 
Employee contributions
Employee giving ($)
$734,809 
$762,173 
$526,880 
$498,248 
Volunteer hours 
 6,042 
 15,530 
 14,900 
 12,177 
Performance data
Philanthropic giving¹
¹For fiscal years ended March 31.
77

About this report
This FY21 ESG Impact Report covers our environmental, social, and governance (ESG) strategies, activities, progress, metrics, 
and performance for the fiscal year ended March 31, 2021, unless otherwise noted. 
This inaugural report has been prepared in accordance with the Global Reporting Initiative (GRI) Standards: Core option. 
We also disclose metrics aligned with the Sustainability Accounting Standards Board (SASB) Hardware, Telecommunication 
Services, and Electronic Manufacturing Services & Original Design Manufacturing sector standards.
Viasat is committed to regular, transparent communication of our progress and intends to continue providing updates by 
publishing annual ESG Impact reports. We look forward to bringing our stakeholders along with us on this journey.
Disclaimers:
Since FY21 has been different than most years, we wanted to note that throughout this report you may see photos of 
individuals without proper personal protective equipment (PPE). These photos were taken prior to the global pandemic and 
should be interpreted as so.
This 2021 ESG Impact Report contains forward-looking statements regarding future events and our future results that are 
subject to the safe harbors created under the Securities Act of 1933 and the Securities Exchange Act of 1934. These statements 
are based on current expectations, estimates, forecasts, and projections about the industries in which we operate and the 
beliefs and assumptions of our management. We use words such as “anticipate,” “believe,” “continue,” “could,” “estimate,” 
“expect,” “goal,” “intend,” “may,” “plan,” “project,” “seek,” “should,” “target,” “will,” “would,” variations of such words and 
similar expressions to identify forward-looking statements. In addition, statements that refer to the performance and 
anticipated benefits of our ViaSat-3 class satellites; international growth opportunities; and other characterizations of future 
events or circumstances, are forward-looking statements. Readers are cautioned that these forward-looking statements are 
only predictions and are subject to risks, uncertainties and assumptions that are difficult to predict. Factors that could cause 
actual results to differ materially include: our ability to realize the anticipated benefits of the ViaSat-3 class satellites; risks 
associated with the construction, launch and operation of satellites, including the effect of any anomaly, operational failure 
or degradation in satellite performance; changes in the global business environment and economic conditions; the affect 
of adverse regulatory changes (including changes affecting spectrum availability or permitted uses) on our ability to sell or 
deploy our products and services; and other factors identified in our most recent reports on Form 10-K, 10-Q and 8-K and 
our other filings with the Securities and Exchange Commission. Therefore, actual results may differ materially and adversely 
from those expressed in any forward-looking statements. We undertake no obligation to revise or update any forward-looking 
statements for any reason.
78
About this report
78

THANK 
YOU
To learn more, visit www.viasat.com