BRP

ADVENTURE
ON
2024 ANNUAL AND CORPORATE SOCIAL 
RESPONSIBILITY REPORT 
For the year ended January 31, 2024

OUR 
PEOPLE
ARE INFORMED OPTIMISTS WHO SEE THE WORLD AS 
ONE BIG OPPORTUNITY, WITH NO BOUNDARIES TO 
THE ROAD OR THEIR AMBITIONS.
As navigators, they always find a way to overcome any 
barrier. This mentality allows them to naturally lead, 
which is displayed in both work and play.
WE
EXIST
TO CREATE NEW WAYS TO MOVE PEOPLE, SO 
THAT EXPERIENCES ARE MEASURED IN EMOTION 
RATHER THAN DISTANCE.
We reimagine the way you access your world.
2   Our values
3    Letter from the President and CEO
6   Company overview
8    Financial highlights
9   CSR highlights
10    BRP 20th anniversary
13   Our product lines
14    Powersports year-round products
17   Powersports seasonal products
21    Powersports PA&A and 
OEM Engines
24   Marine Group
28    Progressing on our CSR25 
commitments
32    Transitioning to a low-carbon 
future
38    Nurturing stronger communities
54    Strengthening responsible 
governance
59    CSR performance summary
61    GRI content index
64    SASB disclosure
65    TCFD disclosure
68    Financial section, including 
Forward-looking statements

1
Our brand promise embodies what we do and why we do it. It speaks to our 
unique heritage of ingenuity and excellence behind our products and the 
unforgettable experiences they deliver. It is about the machines we build and 
the emotions they provide. A commitment to always obsess about creating the 
very best experience for our riders, without compromise.
ADVENTURE
BY DESIGN

2
OUR VALUES
THEY MAKE OUR CULTURE UNIQUE, INFORM HOW WE 
ACT, AND DRIVE WHAT WE MAKE.
PASSION TO KEEP MOVING
Passion informs everything we do and is 
an integral part of every value we have. If 
it’s not done with passion, it’s not BRP. 
IT’S PASSION YOU CAN FEEL. 
DRIVE TO DELIVER OUR COMMITMENTS 
We say what we do. We do what we say. No excuses. 
Only sheer determination. Relentless drive and love of 
the ride push us ahead. WHILE WE LIVE FOR THE RIDE, 
WE ALWAYS ARRIVE AT DESTINATION.
INGENUITY TO DEFY CONVENTIONS 
We’re not afraid to see things differently. Constant 
curiosity makes us the first to uncover new solutions. 
We question. We innovate. We progress.
RELENTLESSLY.
TRUST TO BUILD STRONG 
PARTNERSHIPS 
We take care of our people like family. We act with 
integrity. People can count on us like we count on them. 
IT’S THAT SIMPLE.

3
ADVENTURE
Letter to shareholders for the year ended 
January 31, 2024 – José BoisjoliON
In FY24, BRP delivered a solid performance despite a 
challenging macroeconomic environment. The year was marked 
by further market share gains, successful product launches 
and continued progress on our key strategic initiatives. 
Leveraging our core strengths and those of our dealer network, 
we maintained our retail momentum in the North American 
Powersports market. Looking ahead, our brands’ solid 
reputation, combined with our passion for innovation and drive 
to constantly push the boundaries of technology, should lead to 
further market share gains. 
2-11
2-22

While we remain focused on delivering strong business results, 
our commitment to be an industry-leading corporate citizen 
with a responsibility to address global environmental and social 
challenges, is also important. This is why we have decided to 
combine our Annual Report and our Corporate Social 
Responsibility (“CSR”) Report in a single document, as 
they are strongly intertwined.
SOLID FINANCIAL RESULTS AND CASH FLOW GENERATION
Revenues increased 3% to $10.4 billion, a record high for BRP, while diluted EPS and 
normalized diluted EPS1 reached $9.47 and $11.11, respectively. Like the rest of the 
industry, we experienced softening consumer demand in the second half of the year and, 
as a result, we proactively decided to reduce our shipments. The resilience and agility of 
our entire organization allowed us to adapt quickly and achieve healthy financial results.
We delivered record free cash flow of over $1 billion, of which more than $500 million was 
returned to shareholders. We repurchased about 6% of outstanding shares in FY24 while 
our quarterly dividend payment was recently increased by 17%. 
In FY24, we celebrated BRP’s 20th anniversary. I am very proud of the progress achieved 
since we became a standalone company as you can see on page 10. During that period2, 
our revenues more than quadrupled and our global market share tripled with now one out 
of every three powersports products sold in the world carrying our logo. We also became a 
more diverse and inclusive organization, with more women on the Board of Directors and 
in leadership positions, and continued progress on breaking barriers for our employees3. 
REINFORCED OUR POSITION AS THE #1 NORTH AMERICAN POWERSPORTS 
ORIGINAL EQUIPMENT MANUFACTURER (OEM) 
Driven by our innovative and diversified product portfolio, we outperformed the market 
with our North American Powersports retail sales increasing 8% in FY24 compared to only 
1% for the industry. We concluded the year with an additional two points of market share, 
recording gains in virtually all product categories. At the end of FY24, our retail stood 
35% above pre-COVID levels, as opposed to the industry which has been flat since then. 
In fact, we were the only Powersports OEM retailing more units per dealer than during the 
COVID period.
Our flagship Can-Am brand celebrated its 50th anniversary with an exceptional year in the 
side-by-side vehicle category, growing retail at an impressive pace, and gaining significant 
market share, especially in the utility segment. Our share reached 30% at year-end in 
North America, achieving this objective a year ahead of our plan. Our lineup was enhanced 
by the launch of the new Maverick R with an industry-leading 240 hp engine. It has already 
made its mark by winning prestigious races, which should further stimulate consumer interest.
THE RESILIENCE AND AGILITY 
OF OUR ENTIRE ORGANIZATION 
ALLOWED US TO ADAPT 
QUICKLY AND ACHIEVE 
HEALTHY FINANCIAL RESULTS.
1 See “Non-IFRS Measures” section on page 72.
2  This information has been determined on the basis of internal 
calculations using the information reasonably available to BRP 
for the period of time during which the Company was private.
3  As shown by data captured since Fiscal Year 2020 for women on 
BRP’s Board of Directors and in leadership positions.
4

In the all-terrain vehicles category, driven by the success of our new mid-cc Outlander 
platform, we gained almost two share points for the year, surpassing the 20% mark for the 
first time ever in North America. Finally, our three-wheel vehicle offering benefitted from 
several technological enhancements, and we anticipate more success for our lineup given 
the interest of new entrants in the category. 
As for seasonal products, Sea-Doo introduced the new generation of the iconic Spark, still 
carrying its distinctive visual look, launched the RXP-X and RXT-X featuring the world’s 
highest horsepower PWC engine, and bolstered the Switch family of pontoons with the 
Cruise Limited model. 
In snowmobile, unfavourable winter conditions affected the North American market, but 
Ski-Doo continued to outperform the industry and remained the leader globally. Lynx 
maintained its #1 position in Europe. The industry is resilient, and we intend to continue 
introducing new technologies to our loyal and passionate customer base. As part of our 
transition towards electrification, we launched in FY24 our first electric snowmobiles, the 
Ski-Doo Grand Touring Electric and the Lynx Adventure Electric, dedicated exclusively to 
our Uncharted Society certified experience outfitters and tour operators in North America 
and Europe. In early FY25, we also unveiled two additional electric snowmobiles designed 
for ski centers and resorts, which will also be available to consumers this coming winter. 
FY24 was a difficult year for our Marine Group. A late spring delayed the start of the season, 
and a supplier issue slowed down the ramp-up of our new Manitou platform, hence limiting 
product availability. With rising financing costs and softening consumer demand, dealers 
are also more reluctant to take on inventory. As such, we are adopting a cautious approach 
this year to preserve new product value and better manage network inventory. Still, our 
new boats are well received by consumers and our long-term outlook remains positive. 
GLOBAL AWARDS CONFIRM OUR LEADERSHIP IN INNOVATION
Our lineups continue to stand out by winning awards and recognitions around the world. 
As a testament to our innovative and trend-setting designs, we closed out FY24 with 
12 international design awards, namely in the United States, Japan and Australia, spanning 
multiple product categories, as well as several other international prizes. 
CORPORATE SOCIAL RESPONSIBILITY PROGRESS AND ACHIEVEMENTS
Beyond our business activities, we are also mindful about the well-being of society, and 
our actions and decisions reflect our pledge to be a responsible organization. Since 
launching our CSR25 program, we made important strides in creating a better future for 
our employees, communities, and stakeholders. I invite you to read about our CSR progress 
starting on page 28.
Several of our initiatives in support of our commitment are aligned with the United Nations’ 
Sustainable Development Goals. Namely, we are paving the way to create a more inclusive 
workplace. In FY24, we took our Diversity, Equity and Inclusion journey further through 
learning initiatives such as training sessions on inclusive leadership. 
As for climate action, we were able to lower our global CO2 emissions by nearly 6% this 
year, and we plan to continue on that path through strong action plans and conversion to 
renewable energy sources. 
Above all, I am very honored that our global cause to Ride Out Intimidation is mobilizing the 
entire BRP ecosystem, including our employees, dealers, suppliers and community partners. 
We are passionate about creating a positive impact in our communities, and we are proud 
to have invested close to $8.4 million in nonprofit organizations worldwide in FY24. 
STRENGTHENING THE ORGANIZATION TO SUSTAIN LONG-TERM GROWTH
Near the end of the year, we made organizational changes to further improve our position for 
long-term growth. The Powersports and Marine groups were combined under one leadership 
to ensure stronger alignment and focus, create synergies, and leverage functional expertise 
from both businesses. It also further solidifies our dedication to driving profitable growth, 
while delivering a compelling value proposition to our dealers and distributors. 
OUTLOOK
With evolving market conditions, we proactively reduced production volumes to lower 
network inventory, and adopted a prudent outlook for Marine. For these reasons, we expect 
lower revenues and profitability in FY25 compared to FY24.
We are known to be agile, and we never hesitate to reprioritize our investments to find the 
right balance between short-, mid-, and long-term perspectives. For example, although we 
remain fully committed to electrifying our product lineups, we have decided to delay certain 
electric vehicle introductions. Having said that, we are focused on the upcoming launch of 
our Can-Am electric motorcycles at our dealer event in August, and the roll-out of our two 
new electric snowmobiles for model year 2025. 
In FY25, we expect to strengthen our position as the OEM of choice. Innovation is at 
the core of our DNA, and we will keep investing in R&D and pushing the boundaries of 
technology. We strongly believe that our extensive and diversified portfolio is a significant 
competitive advantage and what we have in the product pipeline is very exciting. 
Driven by robust business fundamentals and a proven capacity to adapt, execute and outperform 
the industry, we are in a solid position to sustain our leadership in FY25 and beyond.
In closing, I thank all our stakeholders for their contribution in making us the #1 OEM and 
a leading corporate citizen in the industry. First, I acknowledge our employees for shaping 
our journey and propelling our success. I am also grateful to our dealers, consumers and 
partners for supporting our brands and social causes. Finally, I thank my fellow Board 
members for their judicious advice and our shareholders for their ongoing trust.
JOSÉ BOISJOLI 
President and CEO
5

6
130+
COUNTRIES WHERE OUR  
PRODUCTS ARE AVAILABLE 
DEALERS 
WORLDWIDE 
2,800+
AN EXTENSIVE GLOBAL DISTRIBUTION NETWORK:
ANNUAL 
SALES 
$10.4B
NASDAQ 
DOO0
TSX
DOO
2003
A STAND-ALONE 
COMPANY SINCE
  Manufacturing sites* 
  Distributor Network 
  Dealership Network
* Does not include certain sites, including small sites where the products or services are only offered in a capacity as internal 
supplier to BRP, such as the St.Johns (United States) site where service parts and wall painting and sequencing take place.
(As of January 31, 2024)
COMPANY  
OVERVIEW
2-1
2-2
DRIVEN, RESOURCEFUL 
EMPLOYEES WORLDWIDE
20,000
CLOSE 
TO

7
®
ICONIC 
BRANDS
8

8
Fiscal Year 2024
FINANCIAL 
HIGHLIGHTS
201-1
REVENUE BASE BY CATEGORY
At 31/01/24
REVENUE BASE BY GEOGRAPHY
At 31/01/24
YEAR-ROUND PRODUCTS
SEASONAL PRODUCTS
POWERSPORTS PA&A AND OEM ENGINES
MARINE GROUP
33%
52%
11%
4%
UNITED STATES
INTERNATIONAL
CANADA
60%
24%
16%
TOTAL REVENUES
CA$ millions / At 31/01
CAGR* 14.4%
20
6,053
21
5,953
22
7,648
23
10,033
24
10,367
CAGR* 19.1%
NET INCOME
CA$ millions / At 31/01
370.6
20
21
362.9
22
794.6
23
865.4
24
744.5
NORMALIZED EBITDA1
CA$ millions / At 31/01
CAGR* 20.6%
804.4
20
21
999.0
22
1,462.1
23
1,706.3
24
1,699.6
NORMALIZED EARNINGS PER SHARE 
– DILUTED1
CA$ / At 31/01
CAGR* 30.5%
20
3.83
21
5.39
22
9.92
23
12.05
24
11.11
EARNINGS PER SHARE 
– DILUTED
CA$ / At 31/01
20
21
4.10
3.96
22
9.31
23
10.67
24
9.47
CAGR* 24.4%
SHARE PRICE
DOO MONTHLY CLOSING PRICE IN CA$
84.84
JANUARY 
2024
JUNE
APRIL
AUGUST
OCTOBER
MARCH
JULY
MAY
SEPTEMBER
NOVEMBER
DECEMBER
118.23
FEBRUARY 
2023
DOO PERFORMANCE2
OVER THE LAST YEARS IN CA$
S&P/TSX
BRP
180.13
114.99
2020
100.00
100.00
2019
224.71
118.97
2021
283.41
148.78
2022
299.91
151.21
2023
2024
230.78
158.30
1 See Non-IFRS measures section on p.72.
2 Illustrates the cumulative return on a $100 investment in the Subordinate Voting Shares, with dividend reinvestments, compared to the cumulative return on the S&P/
TSX Composite Index for the five-year period commencing on February 1st, 2019 and ending on January 31, 2024, being the last trading day of Fiscal 2024.
*Compound Annual Growth Rate since January 31, 2020.

9
CSR 
HIGHLIGHTS
BRP Inc. reports its annual CSR performance beginning on p. 28. The CSR section has been developed with reference to the Global Reporting Initiative (GRI), GRI 1. 
In an effort to further showcase our initiatives, CSR stories have also been added to the brand content where appropriate.
WOMEN IN FACTORY
OVERALL TOTAL RECORDABLE 
INCIDENTS RATE (TRIR)
still on course to reach our 2025 goal of zero 
incidents and zero impact
DONATED IN 2023 TO 
SUPPORT OUR COMMUNITIES
CLOSE 
TO CA$8.4M
CDP SCORE: CLIMATE 
CHANGE DISCLOSURE
B-
30
%
0.8
WOMEN ON THE BOARD 
OF DIRECTORS
33
%
OVERALL 
DIVERSION RATE*
*Total amount of hazardous and 
non-hazardous waste diverted 
from landfills.
78
%
GLOBAL ABSOLUTE 
GREENHOUSE GAS EMISSIONS* 
REDUCTION
*(GHG) Scope 1 and 2.
5.8
%

10
Bombardier sells its 
Recreational Products division; 
BRP is officially created!
Launch of the Ski-Doo REV 
platform
Launch of industry-first three-wheel 
Can-Am Spyder
Opening of the first manufacturing 
facility in Juarez, Mexico
BRP’s initial public offering
Creation of the Marine 
Group with the acquisition 
of Alumacraft
Acquisition of Manitou
BRP lists its shares 
on the Nasdaq
Entry into the side-by-side 
vehicle market
Launch of the 
Sea-Doo Spark
2003
2007
2013
2018
2010
2014

11
Launch of Uncharted Society
Reveal of the Can-Am Origin and Can-Am Pulse electric motorcycles
Acquisition of Great Wall Motor Austria (BRP-Rotax Vienna), Pinion GmbH, 
and the powersports operations of Kongsberg Inc. (BRP Megatech)
Reveal of the Sea-Doo Rise eFoil
Launch of the Low-Voltage and Human-Assisted (LVHA) Group, a business 
unit focused on new product categories
Launch of the Sea-Doo 
Switch pontoon
Launch of the Ski-Doo and 
Lynx electric snowmobiles
2020
2022
2021
2023
Acquisition 
of Telwater
2019

Over the past 20 years, we have traveled far and wide, exploring new territories and expanding 
our business. We have proven ourselves capable of changing the game, shifting paradigms, 
creating experiences and inviting more of the world into our passions. Along the way, we 
made our own, bold decisions to diversify our portfolio and propel our growth. We went from 
two profitable product lines to eight, covering all seasons, and more to come very soon. 
As the interest for BRP grows, so does our presence, with three design and innovation centers 
as well as manufacturing facilities and offices now on all five continents. We have partnered 
with the best dealers and distributors out there, bringing our products to adventurers in 
130 countries. We have become leaders. And never looked back.  
Because we seek to make a positive difference in everything that we do, we are leading the 
way to make sure we protect our playgrounds, so that the next ride is as good as the last. We 
made bold commitments to reduce our carbon footprint and explore new ways to enjoy the 
experiences that we love. We are investing in new technologies, expertise and innovation to 
electrify all of our adventures. We also care for our communities and chose to take a stand 
against intimidation, inviting our employees, dealers, suppliers and passionate riders to 
join our movement.
What has been driving our success over these past two decades? Our people. An extraordinary 
team of daring thinkers and exceptional go-getters, all driven by the same ambition to give 
our customers the power to create their best memories.
As we look to the future, we continue to power ahead and hold true to the values of passion, 
drive, ingenuity, and trust we live by. Adventure will always be our inspiration, our guiding star. 
ADVENTURE ON.
This past year, BRP marked an important milestone in its history by 
celebrating its 20th anniversary. It was a unique opportunity to look 
back to everything that we have accomplished, and reiterate our 
ambitions for the future. Sharing our story with our many different 
audiences has been both uplifting and inspiring. Employees around 
the world joined in the celebrations by organizing memorable local 
events. As for our dealers, we leveraged our existing communication 
channels to include them in our festivities and thank them for their 
loyalty. Many media representatives, investors and business partners 
had the privilege of meeting with José Boisjoli, President and CEO, 
to hear all about BRP’s incredible adventure. 
BRP’s story is one of passion. Its chapters are filled with innovation 
and every page is another milestone on our journey. We felt it 
appropriate, as we report on FY24’s key highlights in this document, 
to summarize it here one more time, as a souvenir of our 
20th anniversary.
On December 18, 2003, we bid farewell to our past to set out on our own adventure: we 
became a stand-alone company. We laid out our vision on that day. We would take our proven 
success as pioneers on snow and water, and conquer new playgrounds. We would be leaders, 
not followers.
12
CELEBRATING 20 YEARS 
OF ADVENTURES!

13
OUR PRODUCT
LINES

14
With groundbreaking product lineups, our year-round vehicles 
continue to deliver among the best experiences for riders. In 
2023, Can-Am’s 50th anniversary marked a celebration of the 
people behind the brand that forged its DNA and constantly 
pushed the limits of what is possible.
POWERSPORTS 
YEAR-ROUND 
PRODUCTS
5,339.4
MILLION 
CA$
GLOBAL SALES FOR THE YEAR 
ENDED ON JANUARY 31, 2024
GLOBAL SALES 
VS FY23
+10.6%
MARKET 
INDICATORS

15
EMPOWERING WOMEN TO HIT THE OPEN ROAD
Can-Am proudly acknowledged International Female Ride Day (IFRD), a celebration of women in powersports and those who choose to experience the thrill of 
the ride. The Can-Am team took out over 100 women BRP employees and rode in solidarity of women empowerment and equality in an effort to democratize 
the open road. In Southern California, Can-Am hosted a spectacular 150-mile media ride out of Temecula Motorsports bringing together seven of the most 
influential women journalists on a fleet of Can-Am 3WVs. Joining the journalists on the ride were three community members from the Spyder Ryders of America 
who helped with safety. Can-Am’s commitment to inclusivity aligns perfectly with the IFRD mission to inspire more women to join the community of riders.
models have experienced positive momentum throughout the year. The brand recorded strong 
growth over the past five years, doubling its retail sales (in number of retailed units) 
and gaining 18 points of market share. Can-Am is, by far, the 3WV market leader in 
North America.
On the product side, Can-Am enhanced the rider connectivity experience on all Can-Am 
Spyder F3 and RT models, with the launch of a new 10.25-inch colour touchscreen with 
Apple CarPlay, allowing iPhone users to use it and all its compatible apps. 
Can-Am continued to increase its visibility with initiatives that brought the brand closer to 
riders, namely through its 30 ambassadors, participation in eight riding groups, and multiple 
event sponsorships. The Can-Am Presents content series featuring real riders and riding 
communities generated over 4M views. Can-Am also teamed up with the Shoe Surgeon 
to reach new audiences through custom vehicles and Can-Am Ryker-inspired riding shoes 
following themes of “inclusivity”, “heritage”, and “the love of the ride”, a strategy that 
brought significant media coverage, with over 1B impressions. The vehicles were used to 
help raise awareness and funds toward fighting intimidation, our global corporate cause. 
These efforts resulted in Can-Am achieving a significant year-over-year increase in 
brand recognition against both new entrants (+5 percentage points) and motorcyclists 
(+11 percentage points), and gains in brand consideration by both groups.
Building on its motorcycle legacy since 1973, Can-Am continues to innovate 50 years later. 
This past year, the team remained focused on creating a stellar electric riding experience 
and testing prototypes in all possible usage conditions. The Can-Am Origin and Pulse, the 
first two models in the all-electric motorcycle lineup unveiled in 2022, will be opening the 
road to a new generation of riders and electric vehicle enthusiasts by the end of 2024. 
Leading the Way with Can-Am’s Three-Wheel Vehicles
In the past year, Can-Am continued to bring more people into riding by appealing to 
different audiences with its exciting lineup of three-wheel vehicles (3WVs). 65% of recent 
Can-Am 3WV owners are new to the category, and 35% of recent Can-Am 3WV owners are 
new to the On-Highway segment (3WVs or motorcycles). The brand is also welcoming more 
women riders with close to 40% of Ryker owners identifying as female. The success of 
the Can-Am Women of On-Road program, which now has nearly 20K members, is proof of 
this. Ridership diversity is also strong with close to 40% of Can-Am 3WV owners identifying 
as visible minorities, a number that rises to almost 50% when considering Ryker 
owners specifically. 
In FY24, Can-Am retail sales for 3WVs were lower than the previous year in North America, 
namely in the Ryker category since entry-level buyers have been more hesitant to purchase 
given the macroeconomic context. Meanwhile, the Can-Am Spyder F3 and RT higher-end 
CSR
STORY
GETTING READY TO HIT THE ROAD WITH CAN-AM’S 
ALL-NEW ELECTRIC MOTORCYCLES

16
FY24 was an exciting year for Can-Am, as BRP remained the fastest-growing off-road 
OEM (ATV and SSV categories combined) in North America, a trend it has maintained 
since 2015. Reflecting this sustained momentum, Can-Am ended FY24 in North America 
with a 2 percentage point market share gain in ATVs. The brand also recorded a very solid 
increase in SSV retail sales, and captured a 3 percentage point market share gain compared 
to the prior year, achieving its 30% market share target for SSVs one year ahead of its plan. 
Can-Am remained the #1 player in ATVs in Canada, and the #2 player in SSVs in the 
United States. International momentum was strong with market share gains and localized 
brand activation in Asia Pacific and Latin America. Can-Am also claimed the #1 position 
in New Zealand in the SSV category.
By combining global marketing campaigns designed to elevate the brand with localized 
efforts in key focus markets, Can-Am continued its pursuit of becoming the most desirable 
brand in powersports. This strategy led to significant gains in brand recognition across all 
metrics, as well as all-time highs on brand familiarity, brand trust and active shoppers 
visiting its website. 
JOINING FORCES TO PROTECT TRAILS
Can-Am’s passion for trail adventures was always tied to making the off-road a better and safer place for all riders while contributing to environmental protection. 
That is why Can-Am joined forces with Tread Lightly!, a nonprofit organization whose mission is to protect outdoor recreation areas by promoting ethical behavior. 
In FY24, Can-Am has funded Tread Lightly! trail improvement projects throughout the United States, with the participation of some dealers. Can-Am also donated 
Can-Am Defender SSV units to assist in future off-road trail maintenance projects. In Brazil, Can-Am collaborates with biO2 (in Portuguese only), a Brazilian 
company producing natural, vegan products to protect its biO2 Forest where they have been developing an environmental recovery program, planting trees over 
the last two years. A Can-Am Defender is on loan to be used by the biO2 Forest operations team. In 2023, Can-Am donated 1,050 trees that were planted in 
an area called the Can-Am Forest, contributing to its ongoing growth.
GAINING MOMENTUM IN SIDE-BY-SIDE VEHICLES (SSVs) 
AND ALL-TERRAIN VEHICLES (ATVs)
CSR
STORY
Its all-new Maverick R was unveiled, changing the landscape of the recreational SSV 
category and taking the rider experience and performance to a whole new level. Touting an 
industry-leading 240 hp engine, dual clutch transmission and unrivaled suspension travel, 
it is truly a race-ready SSV purpose-built for the most demanding riders. Speaking of 
performance, Can-Am won the 2023 Silver State 300 Best In The Desert race, making a 
successful racing debut for the Maverick R. Can-Am Factory Racer, Dustin Jones, made 
racing history: for the first time ever, a utility terrain vehicle (UTV) won a desert racing 
overall, beating every other vehicle on the course. Marketing engagement results for the 
Maverick R launch were among the highest in BRP’s history for a product launch. 
For model year 2024, Can-Am also launched totally new mid-cc Can-Am Outlander ATV 
recreational and utility models in the value segment. The new lineup offers more performance, 
comfort, storage and reliability, while also being the most innovative and price competitive 
Can-Am ATVs yet to market. The versatile Outlander 700 and 500 give riders everything 
they need for their next off-road adventure, while the Outlander PRO is built for the ones 
who have to get things done, with class-leading power, towing and storage capabilities. 
This launch contributed to Can-Am ATVs surpassing for the first time ever the 20% market 
share mark in North America.

17
3,410.7
MILLION 
CA$
GLOBAL SALES FOR THE YEAR 
ENDED ON JANUARY 31, 2024
GLOBAL SALES 
VS FY23
-0.9%
MARKET 
INDICATORS
Relentless innovation and a drive to create unforgettable 
experiences on snow and on water has enabled us to deliver 
the most comprehensive lineup of snowmobiles and personal 
watercraft (PWC) in the industry. Our brands continue to 
lead the market and blaze new trails.
POWERSPORTS 
SEASONAL 
PRODUCTS

18
In FY24, Ski-Doo outperformed the industry, achieving incredible market share with a ride for everyone and 
every style, from hard-core enthusiasts to casual winter adventurers to fun for the whole family. The year was 
also one to remember with the launch of the first-ever electric snowmobile model.
Fueled by its deeply loyal rider base, Ski-Doo remained the #1 brand globally, and once 
again achieved a historic market share of close to 60% in North America. Despite a decrease 
in retail sales compared to last year due to challenging winter conditions, Ski-Doo delivered 
one of its strongest retail results in the past decade. FY24 performance was driven by 
strong pre-orders, with about 50% of North American yearly retail secured in the spring. 
The brand also held firm in its #1 position across all segments in the region.
Ski-Doo continued to broaden its collaborations and ambassador network to bring unique 
winter experiences to more people, across different lifestyles. FY24 was also a successful 
year for Ski-Doo racers, who have won titles around the globe, showcasing their prowess on 
high-performance sleds. 
BUILDING A STRONGER SNOWMOBILE COMMUNITY
BRP’s heritage in championing snowmobiling dates back to the first groomed trail systems with the original SnoPlan. Launched 
three years ago, the Ski-Doo Snow P.A.S.S. program continues in that spirit by supporting the grassroots organizations that are 
passionate about improving trails and infrastructure for all snowmobilers across North America. So far, Ski-Doo and its amazing 
dealer network have donated a total of $1.2M to help clubs with access issues, to build and maintain trails, and protect the 
riding spaces enjoyed by so many. With the support of outstanding dealers, the program has made a significant impact in 
supporting those who are the backbone of the sport.
IGNITING A PASSION FOR WINTER
CSR
STORY
The brand continues to offer the most complete model offering in the industry. Highlights 
of FY24 include the introduction of the MXZ X-RS, with Competition package, the ultimate 
trail snowmobile equipped with the Rotax 850 E-TEC Turbo R featuring an industry-first 
water injection system, making it the most powerful 2-stroke engine on the market. The 
fifth generation of the iconic REV platform was deployed on more models, including many 
with 4-stroke engine power. The deep snow crowd got a re-engineered Freeride model that 
established a new standard of handling for the most extreme maneuvers. This year also 
brought Ski-Doo’s first-ever electric model, the Grand Touring Electric, dedicated exclusively 
to Uncharted Society, BRP’s global network of certified experience outfitters and tour 
operators. Powered by proprietary Rotax E-Power technology, this snowmobile offers features, 
power and range optimized for short distance guided snowmobile excursions.

19
Retail sales were stable year-over-year, with some variances between markets and stronger 
growth coming from Sweden. Since its introduction in North America in FY22, Lynx has 
delivered on its market ambitions, and is well positioned to gain market share. Sustained 
marketing efforts have resulted in double-digit year-over-year growth in brand awareness, 
and high single-digit growth in brand familiarity and consideration. Lynx is positioning itself 
as a youthful, cool and innovative brand in the market.
FY24 was also vibrant on the racing scene. Bringing the sisu1 vibes and his Lynx racing 
sled, Aki Pihlaja was crowned the new Snowcross World Champion, finishing second and 
first in the final races of the Fédération Internationale de Motocyclisme (FIM) Snowcross 
World Championship in Norway, his first world championship win. 
Delivering an unforgettable Nordic ride and sleds as tough as its riders, Lynx maintained its leadership position in Europe as the #1 brand in 
Scandinavia with about half of the market. It also continued growing its tribe in North America, and remained in the #3 position globally. 
Changing dynamics in the competitive landscape should bring Lynx a new runway for growth in the coming years. 
DEFYING THE IMPOSSIBLE
Lynx continued to take its riders to new levels with sleds built to take on the toughest 
terrain. For FY24, Lynx expanded the Radien2 platform to trail, crossover and light utility 
segments, and added the RE package to its best-selling Commander, for ultimate performance 
and versatility. This year also brought the first-ever electric Lynx snowmobile, the Adventure 
Electric, designed and purpose-built exclusively for Uncharted Society, clearing a new path 
to connect with unique winter landscapes in a serene way.
LEADING THE WAY IN RESPONSIBLE RIDING
Lynx is uniting the snowmobile community to ensure safety is top of mind when riding. During the 2024 International 
Snowmobile Safety Week, the brand spread safety awareness messages to educate riders on safe and civil riding behavior in 
order to protect the social acceptability of the sport. Brand ambassadors created and shared content with their communities, 
and reinforced the key pillars of BRP’s Responsible Rider program: Safety - get the gear, Environment - get the forecast, 
and Etiquette - get out of harm’s way. “Every action we take at Lynx is to ensure our sport flourishes today and for future 
generations of riders,” said Jérémi Doyon-Roch, Director, Global Brand Strategy, Ski-Doo, Lynx and Sea-Doo.
CSR
STORY
 1 Finnish concept of sisu: a combination of inner strength, determination, perseverance, and sustained 
courage in the face of challenges.

20
Sea-Doo did it again in FY24. Not only did the brand stay on top globally, it also drove the growth of the PWC and pontoon industries in North America. 
Over the past few years, Sea-Doo has enabled more people to discover water adventures by entering into new segments with fishing and adventure 
PWC models. As a result, Sea-Doo achieved yet another record market share in the PWC category of over 65% in North America in FY24.
The award-winning Sea-Doo Switch family of pontoon boats has made huge waves since 
being introduced with the fun, accessible and adaptive boating experience it brings to the 
industry. After only two years, the Switch is one of the top three pontoon brands in North 
America, driving new entrants to the boating industry, which represent half of North 
American Switch buyers.
The new 2024 Sea-Doo lineup has it all, from industry-best acceleration to elevated design 
and refinements. Sea-Doo launched the next generation of the iconic Spark, a model that 
single-handedly transformed the industry, featuring design enhancements to seating, storage, 
ergonomics and aesthetics. Adrenaline seekers were treated to the RXP-X and RXT-X with 
325 hp, the fastest accelerating and highest horsepower PWC in the industry, going from 
zero to 95.5 km/h (60 mp/h) in a mind-bending 3.4 seconds. In fact, this new Rotax 1630 
COMMITTED TO MARINE CONSERVATION
To protect marine playgrounds and keep riders safe, Sea-Doo engages with strong and committed organizations. In North America, Sea-Doo works with Florida-based 
4Ocean, whose mission is to end the world’s marine plastic crisis. 4Ocean uses the Sea-Doo Switch and Sea-Doo PWC to access hard-to-reach shallow waters and 
recover some of the millions of pounds of plastic and other debris they collect. In addition, BRP contributed to 4Ocean’s One Pound Promise, where 4Ocean collects 
one pound of ocean plastic for every dollar donated to them.
Sea-Doo also teamed up with the Coastal Conservation Association in Florida, one of the oldest and largest nonprofit organizations that protects the state’s marine 
fisheries, habitat restoration and restocking efforts. The brand donated two FishPro PWCs, while Can-Am donated two Defender SSVs. Thanks to this collaboration, 
Sea-Doo will play an active role in preserving the places where people sail and introduce new users to the sport as PWC has the largest segment of new anglers.
REVVING UP THE WAVES
CSR
STORY
ACE engine was awarded a Marine Power Innovation (MPI) award from Boating Magazine 
for advancing PWC propulsion. Sea-Doo also introduced the new Switch Cruise Limited 
with enhanced comfort and convenience as well as upgraded technologies. 
Sea-Doo’s relentless innovation led to outstanding industry recognition this year, with the 
Sea-Doo Explorer Pro taking home the 2023 Good Design USA, Good Design Japan, Good 
Design Australia and Red Dot Awards, as well as the 2023 National Marine Manufacturers 
Association’s Innovation Award (NMMA). In addition, it was named 2023 Watercraft of the 
Year by Watercraft Journal. 
Sea-Doo also set out to democratize hydrofoiling and is on a mission to be a key player in 
this market. With the announced launch of the Sea-Doo Rise, an electric hydrofoil board 
(efoil) that enables riders to literally fly above water, the brand will continue evolving fun 
on the water.

21
1,184.6
MILLION 
CA$
GLOBAL SALES FOR THE YEAR 
ENDED ON JANUARY 31, 2024
GLOBAL SALES 
VS FY23
-7.2%
MARKET 
INDICATORS
BRP parts, accessories and apparel (PA&A) enhance the rider 
experience across all product lines, generate additional revenues, 
and increase brand exposure. Rotax engines for karts and recreational 
aircraft broaden our reach beyond our core brands with a leadership 
position, and the recent addition of Pinion gearboxes extends our 
presence in sustainable mobility, a market with significant potential. 
In FY24, important strides were made in each of these areas. 
POWERSPORTS 
PA&A AND OEM 
ENGINES

22
PINION GEARBOXES
PA&A 
Elevating the experience
Despite recording a decrease in wholesale sales compared to last year following a decision 
to reduce network inventory levels, the PA&A business generated over $1B in revenues for 
the second year in a row, with high profit margins. Accessory sales were mainly driven by 
BRP’s proprietary LinQ ecosystem, now fully deployed across all Powersports brands, and 
soon into the Marine brands.
PA&A continued to deliver relevant innovation to consumers while elevating their riding 
and boating experience. FY24 saw the introduction of the industry-first SMART Accessory 
ecosystem as launched on the 2024 Can-Am Maverick R SSV, accessories that react and 
behave based on inputs from the rider and the vehicle’s on-board computer. For snow lovers, 
BRP launched the new Advex helmet designed to seamlessly integrate the revolutionary Vibe 
Communication System by BRP, making it easy for riders to chat with their crew, make a 
phone call or listen to music with quality audio. If installed in the Advex Sport Radian helmet, 
Vibe offers, for the first time in the snowmobile industry, unlimited autonomy thanks to 
eLinQ, our innovative solution that powers the electrical visor and the communication system.
Marketing initiatives included a successful co-branded apparel collection that perfectly 
blended the “ALL-IN” spirit of Can-Am with Fasthouse’s passion for “speed, style and 
good times”. Ski-Doo and Kanuk, two iconic names in winter sports, also collaborated for 
an exclusive limited-run collection of snowmobile apparel. 
INNOVATING TO PROMOTE RESPONSIBLE RIDING
This past winter, the Accessory team launched an industry-first snowmobile signaling system, where a rider can indicate the presence of snowmobiles following behind 
without removing their hands from the handlebar. With an integrated switch on the console, riders can access three colors and four modes to message approaching 
riders: white, amber (riders behind), green (solo/last rider) and flashing amber (caution). These new LED signal lights for hand guards provide the opportunity to 
replace hand signals safely and in style. This game-changing product innovation is the next logical evolution in BRP’s commitment to responsible riding.
CSR
STORY
Shaping sustainable mobility
Driven by a passion to shape sustainable mobility, the German-based Pinion team, which 
joined the BRP family in 2022, creates leading gearboxes that combine the best aspects 
of automotive and bicycle technology to deliver unparalleled performance and reliability.
Pinion provides its gearbox technology to over 100 international manufacturers of traditional 
and electric bicycles, and contributed to BRP’s revenues for a first full fiscal year in FY24. 
The Pinion team introduced a new E-Drive system, the Motor.Gearbox.Unit (MGU), which 
pairs a powerful electric motor with proven Pinion gearbox technology and electric shifting 
of up to 12 gears in a compact package. This innovation is set to revolutionize the e-bike 
experience, and has already racked up many prestigious awards, including the Gold award 
in the “Components” category at Eurobike 2023. 
With the wind at its back, Pinion revenues more than doubled last year. And the course 
has been set for further expected growth.

23
More than 80% of aircraft manufacturers in the light sport and ultralight aircraft market place their trust in Rotax engines. In FY24, as a testament to its commitment 
to create the most advanced propulsion systems for its customers, Rotax introduced the new Rotax 916 iS/c with an unprecedented power-to-weight ratio. For the first 
time, a Rotax engine was launched in cooperation with an aircraft OEM, CubCrafters, joining Rotax’s growing roster of customers. 
The 916 iS/c provides the next evolution of the most modern aviation engines, by responding 
to unmet customer needs with more horsepower and improved fuel efficiency. Rotax can 
now seize new opportunities in the four-seat market segment with a perfectly mature 
product and continue its steady growth. 
Rotax also continued to run the karting show this year, with the national and international 
Rotax MAX Challenge (RMC) events marking another year with growing starting grids. The 
2023 RMC Grand Finals (RMCGF), the highlight of the Rotax Racing season, took place 
in Bahrain in December and welcomed 384 drivers from 62 nations with their teams and 
families for a week full of racing, sportsmanship and celebration. Following the success of 
INSPIRING THE NEXT GENERATION OF AVIATION EXPERTS
BRP-Rotax and the Regional Innovation Center jointly contribute in several initiatives to bring the exciting world of technology closer to young people. “Fascination 
Aviation” is a summer workshop series offered by Children’s University, an initiative of the Institute for Applied Environmental Education in Austria (IFAU), 
designed to introduce children to scientific topics and ignite their curiosity. Siegfried Heer, a long-time BRP employee with over 15 years of workshop experience, 
emphasizes: “Sharing my flying expertise and instilling my passion for aviation in children is paramount to me. A definite highlight is that everyone has the 
opportunity to briefly control the aircraft themselves from the co-pilot seat - an extraordinary experience, especially for those children who have never flown before.” 
The course takes participants on a journey to explore the fascinating technology behind aircraft and engines, sparking interest and a thirst for knowledge.
LAUNCHING MORE EFFICIENT PROPULSION SYSTEMS
CSR
STORY
the Rotax E20, a second electric powertrain, the Rotax E10, was added to the lineup of 
sustainable kart engines at the 2023 RMCGF as part of the new E10 e-Kart Cup for younger 
drivers. With its E20 and E10 e-powertrains, Rotax is paving the way to carbon-neutral 
kart racing, bringing the purest driving experience to the tracks. The brand’s e-karting 
strategy focuses on the pursuit of premium quality, constant performance improvement, 
exciting racing and development of clean technology for a wide range of racers. Thanks to 
Rotax’s demo tours, test drives and races, electric karting is quickly gaining momentum. 
Always focused on reducing its CO2 emission footprint, Rotax also had 2-stroke Rotax karts 
successfully race with sustainable fuel this year.

24
Since 2018, BRP has been raising the bar for the ultimate 
boating experience through its Manitou pontoons, and Alumacraft, 
Quintrex, Stacer and Yellowfin boats. An enhanced FY24 product 
lineup and multiple industry awards signal a clear commitment 
to innovation. Despite headwinds this year that led to a decrease 
in revenues, the Marine Group’s resilience resonated in the form 
of stabilized operations and improved marketing metrics. In 
Australia, our flagship brands continued to shine as the 
market leaders down under.
MARINE 
GROUP
432.3
MILLION 
CA$
GLOBAL SALES FOR THE YEAR 
ENDED ON JANUARY 31, 2024
GLOBAL SALES 
VS FY23
-11.7%
MARKET 
INDICATORS
®

25
With over 75 years of craftsmanship, Alumacraft is a pioneer in aluminum boat building in North America. Its 
teams understand that fishing is more than the satisfaction of a great catch, it’s a way of life. That’s why 
Alumacraft offers boats for every unique boating and fishing style.
As a strong and deep-rooted brand, Alumacraft was able to navigate a decline in retail sales 
in FY24 compared to last year due to softening consumer demand in the boating industry. 
In the face of these challenges, the team remained dedicated to delivering high-quality 
boats, incorporating design technology for hassle-free experiences. 
FY24 was packed with exciting partnerships and content creations. The brand teamed up 
with pro-angler ambassadors to create a “how-to” content series, collaborated on TV shows, 
and stepped up its game engaging with target outdoor audiences passionate about hunting, 
RAISING SAFETY AWARENESS AMONG ANGLERS
Alumacraft believes its long-standing boating heritage comes with responsibility. The brand actively participated in Safety Awareness Month and Boating 
Safety Week, leading the charge for BRP’s Responsible Rider program. In collaboration with brand ambassadors, the Marketing and CSR teams created an 
authentic video series covering the three facets of Responsible Rider: boating etiquette, safety, and environmental awareness. Content included boating 
preparation, gear checklist, preparing for severe weather and other useful tips. Additionally, the program was promoted through signage at boat shows and 
integrated into social media content and customer communications.
CRAFTING BOATS FOR EVERY STYLE
CSR
STORY
fishing and powersports activities. Participating in boat shows, enhancing user experience 
in digital channels and fine-tuning the user journey along with content updates successfully 
contributed to generating more leads and boosting digital metrics. 
Alumacraft’s fully redesigned multispecies fishing and recreation Large V models, which 
were unveiled to dealers in FY23, will be made available to consumers this coming 
summer. With its modernized product lineup, Alumacraft remains focused on gaining 
market share in North America.
®

CSR
STORY
26
With over 40 years of history, award-winning products, and innovative designs, Manitou has shaped the pontoon industry. On the heels of the launch 
of the completely redesigned Manitou pontoon last year, which was acclaimed by the industry for its timeless and modern design, the brand had to 
navigate through a supply chain issue which led to a longer production ramp-up. The team was able to turn things around this year, and 
production for these new models is now running smoothly.
In FY24, Manitou once again elevated the on-water experience and set new standards, 
building on the success of Rotax S, the world’s first outboard engine featuring Stealth 
technology. The Marine team launched the new Manitou Explore MAX Dual Engine model 
with double the horsepower thanks to dual Rotax S150 engines. It delivers the perfect 
balance between speed, performance and six feet of uninterrupted space at the stern on 
its MAX Deck in addition to the award-winning iDock piloting system for slow speed 
maneuvering and docking in confidence. 
With softening consumer demand impacting the entire boating industry, Manitou saw its 
retail sales decline in FY24 in North America. Manitou seized every opportunity to continue 
strengthening its market position through impactful marketing initiatives, while also developing 
new potential growth markets, namely by entering the Australian market.
RISING ABOVE WITH TWICE THE POWER
From strategic ambassador collaborations and distinctive boat show participations to a 
reinvented marketing campaign designed to resonate with the brand’s core market, Manitou 
reached new heights across different marketing metrics. The virtual reveal of Manitou’s 
novelties garnered media attention with the Manitou Explore 24’ MAX Dual Engine powered 
by Rotax S, named Boat of the Year in the pontoon category by Boating Magazine. This 
accolade stands as a testament of the team’s dedication to providing consumers with an 
unparalleled boating experience. The brand also optimized its digital user journey and 
content this year, resulting in a sharp increase in web visits and a surge in overall 
impressions compared to the previous year. 
With its new generation of pontoons expected to be a disruptive force, we believe Manitou 
is well positioned to weather current market conditions and gain market share from 
the competition.
BOATING SAFELY WITH MANITOU
Manitou cares about providing safe on-water experiences for its customers. The brand took an active role in Safety Awareness Month and Boating Safety Week, 
championing BRP’s Responsible Rider program as boaters prepared to go out on the ocean, a lake or a river for boating season. In collaboration with a dealer owner, 
the Marketing and CSR teams crafted three informative videos, emphasizing responsible behavior towards the environment, safety practices, and boating 
etiquette. The videos offered useful tips on reducing emissions by minimizing idling, ensuring safety by respecting speed limits, and being mindful about waste 
disposal. This initiative was seamlessly woven into social media content and a customer newsletter, ensuring awareness and promotion of responsible boating practices. 

CSR
STORY
27
Quintrex, along with its sister brands Stacer and Yellowfin, remained the leading brands 
in Australia in FY24, with over 60% market share. Not afraid to push boundaries, 
Quintrex continued to bring more innovation, technology and capabilities to its 
reinvigorated lineup.
The year was one to remember, with the first new Quintrex Freestyler X models being 
distributed to dealers across Australia and retailed to consumers in the region. Powered by 
the Rotax S, the Freestyler X combines a timeless, modern design with a unique onboard 
experience appealing to a wider base of families in Australia.
In FY24, Quintrex saw its retail sales decline in line with the boating industry, but was 
able to maintain its market leadership despite the challenging macroeconomic environment. 
The team proactively adjusted production volumes to protect our dealer value proposition, 
focused on continued factory optimization, and invested in improvements to maximize output. 
MAKING AN IMPACT WHERE IT COUNTS
As a leading Australian brand, Quintrex is proud to do its part and make an impact in its communities. The brand donated a Quintrex Fishabout boat to 
support the Cerebral Palsy Alliance, a ground-breaking, global center of expertise for cerebral palsy research, advocacy, intervention and assistive technology 
innovation. The organization held its annual Grace Gala fundraising event to raise funds for the Research Foundation of Cerebral Palsy Alliance and the 
Grace Center for newborn care at the Children’s Hospital at Westmead. By offering a boat for the raffle, Quintrex contributed to the total amount raised for 
the cause of over AU$1.2M (CA$1.1M).
TAKING BOATING TO THE NEXT LEVEL
This year, Quintrex bolstered its marketing initiatives with influencer-driven content, 
adding a lifestyle component to its strategy. Quintrex also joined forces with Sea-Doo for 
the first-ever multi-brand Sydney International Boat Show booth. It marked the official 
consumer introduction of the luxurious Freestyler X, which is poised to continue to 
differentiate the Quintrex brand from the competition. 

28
PROGRESSING ON OUR CSR25 COMMITMENTS
As an organization built on passion, trust, ingenuity and drive, BRP is committed to creating a better future 
for its employees, communities and stakeholders. We seek to relentlessly put our hearts, our innovation and 
our determination into making the world a better place. 
To this end, we are leveraging our sustainability efforts to position ourselves as an industry leader 
in corporate citizenship. With the launch of our CSR25 program in 2022, we have set aspirational 
goals around the environmental, social and governance (ESG) matters, and identified 
key, ambitious targets to materialize them.
In this report, we are proud to share our advancements, performance 
and progress on our CSR25 journey.
BRP’S
CSR
JOURNEY
2-22
3-3

29
OUR GOALS
ENVIRONMENT
Reduce the carbon footprint of 
our operations and products to 
protect our playgrounds.
SOCIAL
Create positive social value that enhances the 
daily lives of our employees, dealers, and 
consumers wherever they work, give, and play.
GOVERNANCE
Adopt the right governance to continue to 
make sound strategic decisions, maintain 
high ethical standards, and conduct our 
operations in a sustainable manner.
Everything we do at BRP aims at one thing: creating new ways to move 
people. We are pioneers on snow, water, asphalt, dirt and in the air, 
obsessed with creating the adventures of tomorrow. We know that progress 
doesn’t come from standing still. 
By protecting our playgrounds, caring for our people and our 
communities, we are ensuring our riders will continue to enjoy 
the thrill of the ride. We are also committed to doing our part 
to continue to create value for all our stakeholders.
ENVIRONMENT
CORPORATE SOCIAL RESPONSIBILITY
OPERATIONS
EMISSIONS IN 
SUPPLY CHAIN AND 
MANUFACTURING
IN-USE EMISSIONS 
AND END-OF-LIFE 
RECYCLABILITY
DIVERSITY, 
EQUITY & 
INCLUSION
PACKAGING AND 
LANDFILL WASTE
BATTERY-ELECTRIC 
VEHICLES
COMMUNITY 
ENGAGEMENT
RESPONSIBLE 
RIDER
H&S, SECURITY 
& WELLBEING
CORPORATE 
GOVERNANCE
ETHICS & 
COMPLIANCE
VOLUNTEERING
TALENT
PRODUCTS
COMMUNITY
PEOPLE
SOCIAL
GOVERNANCE

30
SUPPORTING THE UNITED NATIONS 
SUSTAINABLE DEVELOPMENT GOALS 
2-23
We believe corporations have a responsibility to address global 
environmental and social challenges. Recognizing the important role we 
play as a responsible corporate citizen, we have aligned several of our 
key initiatives with the United Nations (UN) Sustainable Development 
Goals, also known as SDGs. 
We have analyzed our value chain to identify areas where BRP can have the greatest 
impact in advancing the 2030 agenda for Sustainable Development. As a result, our 
CSR25 program focuses on 5 of the 17 SDGs:
THROUGHOUT THIS REPORT, YOU 
WILL SEE REFERENCES TO ONE 
OR MORE OF THESE SDGs FOR 
SPECIFIC INITIATIVES.
8 DECENT 
WORK AND 
ECONOMIC 
GROWTH
12 RESPONSIBLE 
CONSUMPTION 
AND 
PRODUCTION
13 CLIMATE 
ACTION
5 GENDER 
EQUALITY
10 REDUCED 
INEQUALITIES

31
OPPORTUNITIES TO 
CONTRIBUTE TO UN SDGs IN 
BRP’S VALUE CHAIN
2-23
INCREASING POSITIVE IMPACT
MINIMIZING NEGATIVE IMPACT
Our 2035 target to 
reduce CO2 emissions 
from the BRP supply 
chain by 25% aligns 
with SDG 13.
Our commitment to progress 
toward the target of zero 
waste to landfill by 2030 
supports SDG 12.
Our target to achieve 
carbon-neutral facilities 
by 2030 aligns with 
SDG 13.
BRP’s investments in R&D to reduce 
the material carbon intensity of our 
products, and design for recycling and 
reuse, align with SDGs 12 and 13.
BRP's efforts to reduce 
energy consumption per 
unit produced support 
SDGs 8 and 12.
The steps BRP is 
taking to improve fuel 
economy and reduce 
the in-use emissions 
from its vehicles align 
with SDGs 12 and 13.
By promoting responsible riding 
through our Product Safety Policy 
and Responsible Rider program, 
BRP supports SDG 12.
BRP’s efforts to provide 
a safe and secure work 
environment through ongoing 
Health and Safety performance 
measurement and targets 
align with SDG 8.
The establishment of the BRP Diversity, Equity and Inclusion 
(DE&I) Council and our progress toward enhanced gender 
equity, reduced inequalities and a more inclusive culture, 
support SDGs 5, 8, and 10.
12 RESPONSIBLE 
CONSUMPTION 
AND 
PRODUCTION
12 RESPONSIBLE 
CONSUMPTION 
AND 
PRODUCTION
12 RESPONSIBLE 
CONSUMPTION 
AND 
PRODUCTION
5 GENDER 
EQUALITY
8 DECENT 
WORK AND  
ECONOMIC 
GROWTH
8 DECENT 
WORK AND 
ECONOMIC 
GROWTH
8 DECENT 
WORK AND 
ECONOMIC 
GROWTH
10 REDUCED 
INEQUALITIES
13 CLIMATE 
ACTION
13 CLIMATE 
ACTION
13 CLIMATE 
ACTION
13 CLIMATE 
ACTION
12 RESPONSIBLE 
CONSUMPTION 
AND 
PRODUCTION
12 RESPONSIBLE 
CONSUMPTION 
AND 
PRODUCTION
OWN OPERATIONS
SUPPLY CHAIN
PRODUCT USE AND DISPOSAL

32
TRANSITIONING TO A 
LOW-CARBON FUTURE 
2-22
3-3
TO SUCCEED ON OUR AMBITIOUS AND 
CHALLENGING CARBON REDUCTION JOURNEY, 
OUR TEAMS ARE PUTTING THEIR RENOWNED 
INGENUITY TO WORK BY IMPROVING OUR DESIGNS, 
FINDING BETTER MATERIALS AND CAPTURING 
ENERGY EFFICIENCIES IN OUR OPERATIONS, 
SUPPLY CHAIN AND PRODUCTS.
In the past year, we have gained a much clearer picture of where our 
emissions are coming from and thus implemented more specific and 
rigorous actions to contribute to our targets. Strong collaboration between 
our Infrastructure and Asset Management teams, as well as our sites, is 
driving alignment on better energy efficiency of our buildings and our 
operations. On the product front, we have continued to leverage our 
ingenuity to reduce our environmental impact. Our teams, from Design and 
Procurement to Product Strategy and R&D, remain focused on decreasing 
the carbon footprint of the product platforms and engines for both our 
internal combustion vehicles and electric models.
-  
THOMAS UHR 
Chief Technology Officer
ENVIRONMENT
FACILITIES BY 2030
• Make our facilities carbon neutral.
• Achieve zero waste to landfill.
8 DECENT 
WORK AND 
ECONOMIC 
GROWTH
12 RESPONSIBLE 
CONSUMPTION 
AND 
PRODUCTION
13 CLIMATE 
ACTION

E N V I R O N M E N T
33
TOWARD MORE SUSTAINABLE 
FACILITIES
2-22
203-1
306-2
While we continue to increase our 
manufacturing footprint, we are developing 
strategies and implementing actions 
aimed at:
•  Reducing the carbon footprint of our buildings and 
processes;
• Prioritizing energy efficiency in equipment;
• Transitioning to renewable energy sources globally;
•  Minimizing waste from our facilities and product 
packaging;
•  Finding new ways to reuse and recycle materials, 
from parts to packaging.
As we introduce new product lines and enter new markets, 
we are more focused than ever on becoming more energy 
efficient, sustainable and cleaner, globally. Our teams are 
committed to leading their site projects and operations 
with this intention in mind. 2023 was the second year of 
implementation of our action plans aligned with our 2030 
carbon reduction and waste management targets. The data 
gathering process that started two years ago is bearing fruit. 
With greater site maturity and engagement of our teams, 
including buy-in from site leaders, we made excellent 
strides toward our objectives.
Reducing our CO2 emissions
In 2023, we reduced our carbon footprint by nearly 6% 
compared to last year and have implemented projects that 
should enable us to exceed our global annual CO2 reduction 
target of 14%. Thanks to these initiatives, we are expecting 
an overall reduction of 17% in FY25 compared to our 
2022 baseline year.
Around the world, BRP teams are working on projects to 
lower our carbon footprint and improve site efficiency. Our 
Austria, Mexico and U.S. facilities began transitioning to 
renewable electricity, and we committed to using renewable 
Juarez 3, Mexico
electricity from renewables, 
reducing global emissions by 7% 
and local emissions by 52%.
100% 
Sturtevant, United States
electricity from renewables, 
reducing global emissions by 5% 
and local emissions by 70%.
100% 
Valcourt, Canada
natural gas from local biomethane plant, 
reducing global emissions by 1.7% and 
local emissions by 20%. This is BRP’s 
first-ever renewable natural gas pursuit.
25% 
BRP Megatech, Canada
natural gas from local biomethane 
plant, reducing global emissions by 1% 
and emissions from building systems 
by 100%, making the building and 
processes fully carbon neutral.
100% 
2023 CARBON FOOTPRINT 
REDUCTION PROJECTS 
Transitioning to clean energy
A major step forward in our carbon reduction journey was 
the signing of renewable energy contracts across various 
sites globally. While these contracts carry a premium, 
we are pleased to invest in markets and businesses that 
supply these options. 
gas at our Valcourt facility, in Canada. We improved our 
environmental strategic maturity, realizing a number of 
hyper energy-efficient and preventive maintenance projects 
that replaced end-of-life building and operational equipment 
with new low-emission alternatives across many sites. 
Other initiatives included in-depth building and equipment 
audits of our Valcourt facilities and U.S. Marine sites, the 
connection of our Gunskirchen site in Austria to district 
heating, which is a cleaner source of energy, and the 
completion of proof of concept for thermal storage for 
building, heating and cooling in Mexico.
Our teams are also improving on setting global guidelines 
for new building projects and advancing on smart data 
measuring and equipment control. To ensure we grow 
responsibly, we are developing proofs of concept of 
future BRP sites, advanced electric fleet vehicles and 
impactful technologies. 

34
Optimizing energy at Juarez 2
To advance its CO2 emissions reduction strategy, our 
team at Juarez 2, Mexico has adopted governance and 
monitoring practices that create a new standard and pave 
the way for improvements at our other Mexico sites. An 
Energy and Building Management System (EBMS) was 
installed to automate control of all equipment such as 
heating, ventilation and air conditioning (HVAC), dust 
collectors, air compressors and lighting. This system is 
expected to reduce energy consumption significantly 
through smart programming and will allow energy 
managers to connect sites into global dashboards to 
monitor consumption live. Moreover, the site was able to 
reduce its lighting electrical consumption by 55% through 
the replacement of 95% of its fluorescent lighting fixtures 
with LEDs, resulting in significant cost and consumption 
savings going forward. 
2023 WASTE REDUCTION INITIATIVES
Throughout the year, our teams performed in-depth audits 
of office and manufacturing site waste. The first step was 
to identify the types of material frequently sent to landfill 
and the types of non-recyclable materials generated in our 
inter-site shipping. That data will allow us to improve our 
diversion rate and to prioritize measures across all sites. 
We are also very pleased with the successful introduction 
of composting in our Valcourt, Canada site, which will 
become a playbook for future projects in our other locations. 
We are proud to have brought compost collection where it 
is not offered by the municipality, and to have partnered 
with local enterprises to help them compost as well. As we 
advance toward our waste reduction target, we are encouraged 
by the progress being made. 
Reducing emissions at Queretaro
Implementing building standards and equipment guidelines 
for energy optimization is enabling our Queretaro, Mexico 
facility to reduce its emissions. With an investment of only 
CA$2.4K, the site introduced a new measurement strategy 
for air compressors in the main building that allows it to 
optimize compressor flow according to variable production 
demand. Shutting down a single 75 hp compressor resulted 
in an annual reduction of 348 MWH and savings of 
CA$64K per year.
Improving waste management at Juarez 1
From designers and suppliers to on-site employees, 
everyone has a role to play in reducing the use of materials 
and ensuring their proper disposal. The Juarez 1 team 
in Mexico made great strides in its waste management 
practices putting significant efforts into proper waste 
segregation. It developed mapping of waste generated by 
function and is working on specific guidelines. Plant 
employees are receiving waste segregation training for 
guidance on the correct methods of waste disposal. The 
site also secured new suppliers for recycling of aged lead 
acid batteries. With almost 100% of batteries recycled 
achieved in 2023, this project ensures a sound disposal 
option with minimum negative environmental impact. 
Reusable carts to ship between the locations 
in Lansing
Our sites share waste reduction strategies and achieve 
economies of scale. The Lansing, Michigan site leveraged 
a CA$400K investment made by the Juarez team last year 
to develop carts that are returnable and reusable. By using 
these carts to ship Manitou boat parts such as walls, 
extrusions and rub rails between its three locations, the 
Lansing team moved away from foam, cardboard and wood 
as a packaging alternative. This project resulted in a 53% 
reduction in plant waste in 2023 and has helped to 
migrate items to and from locations more effectively, 
saving time and increasing ease of use. 
The team also conducted analysis to identify 
hazardous packaging materials as well as plastic and 
metal containers in order to better segregate them 
and reduce its non-recyclables by considerable 
proportions. By using advanced waste segregation 
methods in 2023, Juarez 1 was able to divert 
45% of its waste from landfill and redirect to 
adequate facilities. 

E N V I R O N M E N T
35
1 Direct suppliers for the final product
SUPPLY CHAIN 
BY 2035
Reduce CO2 emissions from our 
supply chain by 25%.
We are concentrating our efforts on our Tier 11 suppliers 
to determine our carbon emissions baseline and identify 
areas with the highest potential for carbon reduction of our 
products. A strong action plan with a dedicated team has 
been put in place to implement opportunities for more 
efficient and sustainable purchases.
One of our key initiatives was to dismantle all of our vehicles 
to generate technical ideas toward reducing their carbon 
footprint. Hundreds of employees from our Engineering, 
Quality and Design teams were invited to participate in 
this exercise. This generated more than 1,000 ideas 
prioritized according to key criteria: cost, CO2 reduction, 
implementation timeline and feasibility to deploy in our 
product lines, on a global scale. 
Once again, the ingenuity of our people was at its best. 
Ideas ranged from reducing the amount of material used 
to ensuring recyclability of the material, to increasing the 
usage of recycled materials and optimizing our processes.
In order to further instill a carbon conscience within our 
teams, training was provided to our buyers on how we can 
improve our carbon footprint. More than 200 employees 
received this training and we are continuing our journey 
with more sessions to ensure continuous improvement.
One of the most impactful ways to reduce 
our environmental footprint is to ensure 
that we are purchasing our goods from the 
right supplier, in the right location, and that 
they are produced with the right materials 
and the right source of energy. Through 
ongoing collaboration and deeper dialogue 
with our suppliers, we are moving forward 
with concrete actions to create value for 
our stakeholders and make progress toward 
our supply chain target.
EMBARKING ON A SUSTAINABLE 
JOURNEY WITH OUR SUPPLIERS
2-22
3-3

36
EVOLVING ICE TECHNOLOGY TO LOWER 
EMISSIONS LEVELS
In 2023, we focused our efforts on advancing CO2 reduction 
projects as well as refining the baseline emissions of our 
fleet. A Global Product CO2 Reduction Steering Committee, 
combining our Global R&D Group in Valcourt and our Rotax 
teams, was created to support the Engineering teams in 
their technical decisions. This partnership has been positive 
so far, as the teams have already identified new technologies 
to help us achieve our ambitious targets.
Overall, our teams continue to work on increasing energy 
efficiencies and reducing energy demand to propel our 
vehicles by testing different materials and tires, reducing 
weight and improving vehicle drag. 
At BRP, we believe that innovation, performance and sustainability go hand in hand. We are focused 
on reducing emissions levels on our internal combustion engine (ICE) models, and on delivering on 
our commitment to offer electric models for each of our product lines. With the launch of our 
electric snowmobiles in 2023, we have made further progress toward realizing this vision. 
SUSTAINABLE PRODUCT 
STRATEGY
203-2  
MOVING TOWARD OUR EV TARGETS
In 2021, we pledged to invest CA$300M over five years to electrify each of our existing product 
lines. Since then, our story of innovation has reached new heights with the reveal of market-
shaping electric products that will enhance consumer experience. As of today, BRP has 
announced the launch of three electric products: snowmobile, motorcycle and hydrofoil board. 
The progressive roll-out of our electric vehicles (EV) is planned over the next few years.
PRODUCTS BY 2035
• Have 50% of our units sold as electric.
• Launch new internal combustion engine 
models that emit less CO2 than their 
predecessors.
WE ARE PROGRESSING WELL ON OUR JOURNEY TO 
ELECTRIFYING ALL OF OUR PRODUCT LINES, AND 
WE CAN RELY ON OUR DEDICATED EV TEAMS IN 
VARIOUS STRATEGIC LOCATIONS AROUND THE 
WORLD TO LEAD THE WAY.
-  
BERNARD GUY 
Executive Vice-President, Global Product Strategy

E N V I R O N M E N T
37
Enhanced EV capabilities: As we remain fully committed 
to progressing in our electrification journey, we have 
continued investing in strategically expanding our EV 
capacity and building our dedicated EV team. We created 
an EV R&D center in our hometown of Valcourt, Quebec, 
where we develop and test state-of-the-art battery packs as 
well as charging equipment. We have also expanded our 
Rotax electric power unit development infrastructure in 
Gunskirchen, Austria with a new R&D building where we 
aim to have approximately 200 engineers and technicians. 
The site features cutting-edge EV dedicated test benches 
for components and system testing, and workshop areas 
for system and vehicle preparation and autopsy. 
We have enhanced our EV low-voltage capabilities with the 
addition of skilled engineers integrated into our BRP-Rotax 
R&D Group. At BRP-Rotax Vienna, 60 experts in electric 
drive systems and transmissions have been applying their 
expertise on future vehicles that will move people on snow, 
water, asphalt, dirt and in the air.
In 2024, we plan to open our first state-of-the-art electric 
vehicle manufacturing facility in Queretaro, Mexico where 
we already produce our Sea-Doo personal watercraft 
and assemble our Rotax engines, and where we will be 
assembling our new Can-Am electric motorcycles. 
TAPPING INTO THE FUTURE OF MOBILITY
We won’t stop at improving our existing product lines. 
We are also exploring new potential markets valued at over 
CA$70B globally, including urban mobility and services. 
In 2022, we created the Low-Voltage and Human-Assisted 
(LVHA) Group, a business unit focused on new product 
categories that overlap recreational, urban mobility and 
services, to tap into new opportunities, diversify our 
product lines and attract new generations of riders. Its 
multi-disciplinary team of more than 50 professionals is 
entirely dedicated to developing new electric products and 
technologies to democratize how we move everyday in 
various terrains. 
With our acquisition of Germany-based Pinion, a pioneer 
in gearbox technology, in 2022, we welcomed a team of 
engineers, technicians, thinkers, and doers that brought a 
love of bicycles and a passion for sustainable mobility. We 
are now leveraging Pinion’s unique technology in order to 
spur the development of new electric and human-assisted 
products, and work toward achieving our target of having 
50% of our units sold as electric by 2035.

38
NURTURING STRONGER 
COMMUNITIES 
2-22
WE ARE DETERMINED TO BE AN AGENT OF CHANGE IN THE 
COMMUNITIES IN WHICH WE OPERATE. 2023 WAS A TURNING 
POINT IN OUR FIGHT AGAINST INTIMIDATION. WE HAVE 
PARTNERED WITH TRUSTED ORGANIZATIONS AROUND THE 
WORLD THAT SUPPORT INITIATIVES TO ACCELERATE CHANGE 
AND IGNITE SYNERGIES TO RIDE OUT INTIMIDATION.
As part of our CSR25 program and our commitment to growing sustainably, we 
aim to have a positive and lasting impact in the communities in which we operate 
and in the daily lives of our employees. Our connection to the places where we live, 
work and play is deeply rooted. We are committed to building strong communities 
that offer a safe and welcoming environment for our employees, riders and partners. 
We look to make a positive impact through effective programs, philanthropy and 
community service across our network. In 2023, our teams stepped up our community 
investment and engagement in all BRP regions around the world.
We are focusing on three areas to increase our impact:
•  Aiming to Ride Out Intimidation
• Developing a Responsible Rider mindset
• Strengthening our impact in our local communities
BRP’s social commitment extends beyond our teams. It encompasses our communities, our 
riders and our partners, and unites all of us in building a more sustainable world. 
-  
JOSÉE PERREAULT 
Chief Marketing Officer
SOCIAL
10 REDUCED 
INEQUALITIES
5 GENDER 
EQUALITY
8 DECENT 
WORK AND 
ECONOMIC 
GROWTH
OUR TARGET 
BY 2025
Reinvest 1% of our annual pre-tax 
profits in community investment.

S O C I A L
October 25-27, 2023 I North Carolina, U.S.A.
POWERED BY
39
At BRP, our ambition is to stop intimidation 
on a global scale. Launched in 2022 and based 
on three pillars (Kids in Schools, Workplaces 
and Marginalized Communities), our Ride Out 
Intimidation program is truly moving the 
needle on a pressing social issue that touches 
countless children and adults around the world.
Embracing this global cause furthers our commitment 
to being the industry leader in corporate citizenship and 
promoting inclusivity. We are rallying our extensive network 
around this universal social challenge that affects almost 
everyone. By engaging with many reputable and impactful 
organizations around the world who aim to stop intimidation 
and bullying for good, we continue to honor our commitment. 
Since the launch of the program, we have partnered with over 
30 organizations supporting such initiatives. Our partners 
recognize the power of joining forces with an ally who is as 
passionate about social impact as they are. With BRP’s 
support, our partners are able to reach even more people 
and have a meaningful impact in new communities.
#BEKIND365
We furthered our partnership with the Born this Way Foundation to bring 
the evolution of the massively successful #BeKind21 platform, which 
had sparked a global movement of kindness as the antidote to intimidation 
among millions. With #BeKind365, we aim to show that acts of kindness 
take on a life of their own and snowball into the change that we want to 
see in the world every day of the year, leveraging the undeniable connection 
between kindness and mental health. The platform provides us with a 
great tool to invite all our employees, dealers, suppliers and passionate 
riders, as well as their friends and family, to start their year-long journey 
of practicing kindness for themselves and their communities, a key 
commitment of our global cause.
WORLD ANTI-BULLYING FORUM
For the first time, BRP was the presenting partner of the World Anti-Bullying 
Forum (WABF). WABF 2023 convened over 600 leading researchers, practitioners, 
policymakers, educators and youth as part of an ongoing dialogue to prevent 
and end bullying around the world. At this event, we held our first Ride Out 
Intimidation meeting where we brought together our partner organizations to 
create synergies in our common quest to end intimidation for good.
QUÍTATE LAS ETIQUETAS
BRP and Ditch the Label teamed up to bring the first digital anti-intimidation 
platform to Mexico as well as to develop and distribute an anti-bullying 
school module to Mexican youth. This collaboration enabled Ditch the Label 
to expand its reach and carry out its mission in Mexico, where we have more 
than 10,000 employees. With the launch of Quítate las Etiquetas for youth 
in Mexico, we are unleashing the power of our global presence in support 
of our Ride Out Intimidation program, and amplifying our positive impact 
in our community.
This year, we invested more than
in communities to Ride Out Intimidation.
CA$3.8M

40
A key part of the Ride Out Intimidation program is our 
stakeholder mobilization strategy, in which we actively 
solicit our network to help us make a difference. This 
means our close to 20,000 employees, our 2,800 dealers, 
our brand ambassadors, our partners and suppliers.
In order to focus our mobilization efforts and to 
maximize impact, we deployed two global initiatives 
which have become yearly milestones: Anti-Bullying Day 
in early May, and Stand Up to Bullying “Yellow” Day in 
November. 2023 made no exception.
COMING TOGETHER TO 
END INTIMIDATION
MAY 4th ANTI-BULLYING DAY 
Every year on May 4, BRP chooses to demonstrate a clear and authentic 
commitment toward the anti-bullying movement in schools. We created a 
Resource Hub regrouping our partners’ expert resources and tailored tools 
such as our chatterbox game, which was designed to generate discussion 
between the children and families of our employees and stakeholders. 
We mobilized our global network to share the Resource Hub that includes 
BRP’s Anti-Bullying Digital Toolkit in several languages. The initiative drove 
great waves of participation all over the world, including in institutions 
outside of our immediate network, leading to more than 3M engagements 
on social media. 
This video generated
which is a major boost for visibility of the 
cause and of the supported programs.
1.5M VIEWS
To raise greater awareness, we created an 
Anti-Bullying Day video with the well-known 
influencer Vic Blends relaying our message.

S O C I A L
41
FIGHTING AGAINST INTIMIDATION 
AROUND THE WORLD
Standing up to all forms of intimidation is a global cause at BRP. 
In 2023, our local teams came together to support organizations 
that aim to protect youth and provide them with a safe 
environment around the world. 
In Austria, we donated €51K to support two child protection 
centers, the Kinderschutzzentrum Tandem and Die MÖWE. The 
important work of these organizations focuses on counselling, 
crisis intervention in all types of violence, and advocating for non-
violence in education and relationships. 
In Belgium, BRP donated €17K for the annual fundraising 
campaign of the Flemish public broadcaster VRT, known as 
De Warmste Week. This year's theme was aligned with our own 
commitment to anti-bullying, and supported projects related to 
cybersafety and mental health in children and teenagers.
Looking to give back to organizations that support local youth, our 
Finland team chose to donate to Girls’ House Rovaniemi. Aimed 
at girls, women and others aged 12-29, with a focus on gender 
diversity, the center offers recreational activities free of bullying 
and discrimination.
STAND UP TO BULLYING “YELLOW” DAY -  
PAINTING THE WORLD YELLOW FOR AWARENESS AND FUNDRAISING
For the second year in a row, our “Yellow” Day mobilized BRP’s entire network on social media. 
On November 17, thousands of employees, dealers, riders, suppliers and community partners 
rallied together to raise awareness for the cause by wearing yellow and sharing their photos and 
personal stories on social media. With this overwhelming response from our network, we donated 
CA$100K on this day alone to organizations fighting bullying in Canada, Mexico, the United 
States, Australia and Finland.

42
Through our partnership with the RideSafe Foundation, 
we have committed to educating young riders and their 
families on how to be responsible riders. The RideSafe 
Foundation is dedicated to decreasing powersport injuries 
and fatalities by promoting safety measures such as 
wearing helmets and obtaining certification. In September 
2023, our support enabled the RideSafe Foundation to 
visit 18 schools and provide more than 14,250 hours of 
education to 6,500 children with 165 volunteers. Visits 
included appearances by many athletes and influencers 
along with special activity books and gifts. 
Responsible Rider in action with BRP brands
The best way to integrate our Responsible Rider mindset is 
staying close to our riders and incorporating activations into 
our brand campaigns and events across the board. We make 
sure to prepare our riders before their trip, whether it is with 
Uncharted Society educational materials or with riding 
schools like the Can-Am Rider Education Program (REP) 
in North America or the ÖAMTC in Austria. 
Finally, we are doing what we can to move the needle and 
foster a more caring industry with initiatives such as Take 
the Pledge with Ski-Doo to preserve access to our favorite 
winter playgrounds or the Protect the Playground project 
with Sea-Doo, gathering several BRP teams (Marketing, 
Public Affairs, Commercial) to protect PWC access to water 
in the EMEA region.
To ensure a sustainable future for our powersports and 
marine industries, our vision is to build a community that 
is welcoming, safe and respectful of others and of the 
environment. As an industry leader, promoting responsible 
riding behavior is one of our top priorities. We care about 
our riders and our playgrounds and we shout it loud and 
proud with our Responsible Rider program. 
Through this program, BRP is leading the way with 
initiatives promoting safety, environmental stewardship 
and riding etiquette. Since the launch of the program, we 
have continued to drive it forward with concrete actions. 
This involves developing partnerships both internally and 
externally to make sure everyone does their part to protect 
the fun. In 2023, we have engaged our stakeholders in 
integrating Responsible Rider into their daily operations, 
including our dealers and distributors. We have also 
announced long-term partnerships with two equally 
determined organizations: Tread Lightly! and the 
RideSafe Foundation.
Embedding Responsible Rider across the organization
In 2023, we formed the Responsible Rider Working Group, 
a cross-functional committee gathering senior leaders of 
key internal functions and divisions to define a strategy 
and turn words into actions. Its mission is to better embed 
Responsible Rider in our daily business practices and 
decisions, and to ensure the program is fully embraced by 
everyone at BRP. The working group focuses on integrating 
Responsible Rider into the customer journey, from product 
design to vehicle enjoyment.
In addition, we produced several internal communications, 
trainings and videos to raise awareness of the Responsible 
Rider program and we are updating our guidelines to make 
sure our employees, brand ambassadors and influencers 
are responsible riders anytime they use BRP products. 
Partnering with Responsible Rider champions 
Our partner Tread Lightly! aims to protect and enhance 
recreation access and opportunities by promoting outdoor 
ethics to foster individuals’ sense of good stewardship. 
Through our partnership, we will offer Responsible Rider 
online interactive trainings to our rider, dealer and distributor 
audiences. Our aim is to leverage our dealer and distributor 
relationships to share the Responsible Rider mindset and 
raise awareness among riders so they can adopt good riding 
behavior and stay safe. 
ADVOCATING FOR 
RESPONSIBLE RIDING

S O C I A L
43
SERVING COMMUNITIES WITH OUR VEHICLES
Serving in times of crisis 
Unfortunately, 2023 saw many natural disasters affecting our communities, 
from earthquakes to hurricanes to wildfires. In these difficult times, BRP 
is there to support our communities. As our vehicles are the ideal tool 
for search and rescue teams on the ground, we have donated vehicles 
to support aid efforts in Turkey, Syria, Morocco, Hawaii and Mexico. 
Distributing essentials in remote places 
Aiming to build a positive impact in one of our communities in 
Brazil, we contributed R$6K to a project known as Missao nas 
Areias. The project was partly led by one of our local dealers, with 
the aim of raising funds to distribute food, hygiene kits, toys and 
other items to underprivileged families in different regions only 
accessible by trail systems. 
BRP contributed around 
including 10 vehicles in times of crisis.
CA$230K
Serving fire protection with Can-Am Defender Pro vehicles 
Several BRP manufacturing sites in Canada, the United States, Mexico, 
Finland and Austria now have a new ally when it comes to fighting fires. 
Indeed, BRP-Rotax technicians, members of our fire protection group in 
Gunskirchen, Austria and colleagues from BRP Mexico jointly developed 
the special first-response vehicles Can-Am Defender and Defender Pro 
(known in Europe as Can-Am Traxter and Traxter Pro). Worldwide, 
10 Can-Am Defender Pro vehicles are already being used as prototype 
vehicles by fire protection groups at BRP sites. 
GIVING BACK TO LOCAL 
COMMUNITIES
In 2023, BRP made a difference in its
by contributing close to
COMMUNITIES
CA$8.4M
in community investment.

44
COMMUNITIES ARE AT THE 
HEART OF OUR PHILANTHROPY INITIATIVES
Beyond our global Ride Out Intimidation and Responsible Rider programs, we believe that 
we can have a direct impact on our communities by addressing local needs. We are proud 
to partner with all our facilities around the world and local organizations to support them. 
Employees already play a key role in driving these projects forward, supporting causes that 
have a local impact through their time and resources. The matching program for employee 
donations, launched in 2023 as part of our Donations and Sponsorships Policy, has further 
empowered our teams to maximize their engagement in their community. 
ENSURING FOOD SECURITY AND HOLIDAY 
CHEER FOR COMMUNITIES 
In the past year, we committed time and resources to fight hunger in vulnerable 
communities and bring joy to families during the holiday season. 
IN ST. PETER,  
MINNESOTA, 
700 POUNDS OF FOOD
WAS DONATED 
BY EMPLOYEES
IN GUNSKIRCHEN, 
AUSTRIA, THE  
BRP-ROTAX TEAM 
DONATED
 €6K TO SUPPORT 
OÖ TAFEL
 IN JUAREZ, MEXICO, 
THREE NONPROFIT 
ORGANIZATION 
BENEFITING 
 117 CHILDREN WERE 
SUPPORTED
IN QUEBEC, CANADA, 
BRP DONATED
 CA$80K TO SEVERAL 
FOOD BANKS
 IN LANSING,  
MICHIGAN, THE TEAMS 
CONTRIBUTED TO
 MICHIGAN’S FIGHT AGAINST 
HUNGER, THE GOBBLING 
GRATITUDE FUNDRAISER  
AND ANGEL TREE 
 ST. PETER AND  
SPRUCE PINE LOCATIONS 
CAME TOGETHER 
TO SUPPORT MANKATO 
TOYS FOR TOTS

S O C I A L
45
SUPPORTING HEALTH AND EDUCATION FOR THE NEXT GENERATION 
At BRP, our commitment to health goes beyond our employees and embraces our communities. Our 
teams are also deeply committed to inspiring the next generation to discover the exciting world of 
technology and other areas of learning. Here are just a few of our initiatives in these areas.
Committing to improved health outcomes 
BRP’s employees in Canada renewed their long-standing commitment to the CHUS Foundation 
to support research in pediatric oncology, thus allowing sick children in the region to have access 
to quality care close to home. The employee committee remitted CA$1M between January 
2019 and June 2023 along with more than 1,000 volunteering hours each year. Employees 
gathered to raise funds through sales of BRP vehicles, parts and accessories, clothing and 
miscellaneous items from excess inventory and other sources.
In Rovaniemi, Finland, employees 
volunteered a combined
to welcome students from local schools 
and kids with special needs from different 
organizations, giving them a glimpse into 
the professional world and supporting their 
growth and learning.
1,000 HOURS
In Lansing, Michigan, 
our team welcomed
from local high schools to 
tour the plant and see how 
our Manitou boats are made.
60 WELDING 
STUDENTS
BRP Megatech employees in Quebec raised money for Leucan’s event “Leucan 
Ski Challenge”, supporting children with cancer and their families at all stages of 
the illness. They also supported the Roland-Bertrand Center, which promotes 
individual autonomy and development through a professional reintegration program, 
pledging a CA$60K three-year commitment ending in 2026.
Empowering the next generation with knowledge 
In Austria, BRP-Rotax and the Regional Innovations Center (RIC) support the 
Gunskirchen Elementary School by funding the purchase of robotics technology 
boxes, a hands-on learning solution used in science, technology, engineering and 
mathematics (STEM) classes to promote the development of digital competencies 
at an early age. By building constructions of varying levels of complexity using LEGO 
Education Spike robotics technology boxes, students gain healthy self-confidence 
in their own abilities and develop their STEM skills.
BRP MEGATECH 
AT THE
“'LEUCAN SKI 
CHALLENGE” 
BRP-ROTAX AND THE 
RIC DEDICATED TO 
INTRODUCING
SCIENCE EDUCATION 
TO CHILDREN

46
BRP employees are the Company’s driving force. They have been powering our success 
for over 20 years, constantly pushing boundaries thanks to their passion, drive and 
ingenuity. It is the unwavering commitment of the people who have been along for the ride 
that has shaped our journey. Our winning culture and our shared enthusiasm for our 
products continue to attract some of the best and brightest. At the heart of our identity, 
our corporate values make us unique, inform how we act and drive what we make.
- ANNE LE BRETON 
Executive Vice-President, People and Culture
SHAPING A HEALTHY 
CULTURE OF SUCCESS 
3-3
WE LOOK FOR PEOPLE WHO ARE ALIGNED WITH BRP’S VALUES AND 
REINFORCE OUR COMPANY’S EXCEPTIONAL CULTURE. IT IS THIS 
COLLECTIVE DEDICATION AND THE CARING MINDSET OF OUR DIVERSE 
TEAM THAT MAKES BRP TRULY UNIQUE.

47
S O C I A L
and belonging initiatives, getting us one step closer to a 
more inclusive workplace and helping us focus our efforts 
on the right areas.
BRP’s Global Women ERG 
BRP’s first-ever ERG, the Global Women Employee 
Resource Group, was activated this past year. Engaging 
more than 230 employees worldwide, our Global Women 
ERG continues to work on the deployment of its key 
initiatives and raising the voices of its members in 
contribution to a more inclusive BRP.
The group defined a roadmap based on connecting through 
women experiences, educating employees to empower 
women at BRP, and ensuring a supportive environment 
through equitable policies and practices where women 
can thrive. 
Upcoming ERG 
Next in our DE&I journey is the launch of our LGBTQ+ ERG. 
With co-leader applications opened at the end of 2023, 
we look forward to the group’s activation during 2024.
Fostering more inclusive behaviors 
In 2023, BRP made another step toward inclusive 
behaviors. Starting with our executives, we embarked 
on a new DE&I Learning Journey anchored to our beliefs 
and intent. Based on a blended approach, our Learning 
Paving the way toward a more inclusive BRP is an ongoing 
journey. Diversity, Equity and Inclusion (DE&I) is a core 
priority for us. With a strong commitment and a clear 
roadmap, we are making great progress as an organization. 
Not only did we build our DE&I foundations in the past 
18 months, but we also implemented many tangible 
actions that we are continuing to drive forward. Thanks to 
our employees’ commitment, we are definitely on the right 
track to ensure we create and maintain a workplace where 
each employee feels that they belong. 
Embedding DE&I into our practices
A diverse DE&I Council, composed of representatives from 
different functions, varied regions and distinct cultures, 
leads us on our journey. Its activities have a direct impact 
on our employees and our Company’s culture. Chaired 
by senior leaders, it is focused on four workstreams: 
Communications, Training, Talent Acquisition and Employee 
Resource Groups (ERG). Since the Council was created in 
2022, it has held 16 meetings up until the end of 2023. 
We also have integrated our DE&I intent into BRP’s new 
Code of Ethics and embedded it into our hiring practices.
We now send bi-monthly questions to employees via our 
internal pulse survey, which has been upgraded to capture 
insights and feedback on diversity, equity perception, 
inclusion and sense of belonging in the workplace, while 
preserving complete confidentiality. This enables us to 
continuously develop and measure the impact of our DE&I 
Journey features sessions facilitated by experts as well 
as e-learning tools and resources on BRP’s new DE&I 
Learning Space. It also includes access to DE&I foundational 
resources, and a deep-dive session on managing unconscious 
bias. This was a great opportunity for our leaders to build 
awareness and take the first steps toward effective inclusive 
leadership. The deployment of the Learning Journey 
continues with our leaders across the world and will be 
rolled out to all BRP employees in 2024.
Hiring with an inclusive mindset
We continue to work with our Talent Acquisition team 
to integrate more inclusive hiring practices in all steps 
of the recruitment process. A hiring toolkit for managers 
has been deployed to ensure consistent guidelines are 
followed and that an inclusive mindset is part of the 
process when considering candidates.
FOSTERING DIVERSITY, EQUITY 
AND INCLUSION

48
At BRP, the health and safety (H&S) of our employees is a top priority. Our 
Global H&S organization ensures that governance, policies and processes 
are in place to promote a culture of health and safety across our network 
through prevention, training, risk monitoring and other programs. 
AIMING TO REACH OUR SAFETY TARGET
All our production facilities are working collectively and are deeply committed to achieving 
our Goal Zero 2025 target. To get there, the core of our strategy is based on risk reduction 
initiatives, leadership and ownership from management at all levels of the organization.
PUTTING  
HEALTH AND SAFETY 
FIRST
 
403-1
403-2

49
S O C I A L
IMPROVING 
our TRIR in a global performance of 0.8
vs 0.9 in 2022 for most of our manufacturing facilities. We remain 
on course to reach our 2025 target. We are taking steps this year to 
further improve our score.
PURSUING 
ISO 45001 certif ication 
in some of our manufacturing facilities through action plans and 
governance to share best practices and documentation, and track 
progress along the way.
Many of our sites and divisions maintained or improved their 
TRIR score in 2023:
• Juarez 1-2-3 and Queretaro in Mexico
• Valcourt operations and BRP Megatech in Quebec, Canada
• Sturtevant and Spruce Pine in the United States
• Coomera in Australia
• Electric Vehicles Group
• Global Procurement Group
CONTINUING
to develop action plans to reduce top risks 
and improve H&S governance 
In 2023, we put emphasis on very high risks such as pedestrian-lift cohabitation, 
lock out tag out (LOTO) and frequent risks such as hand injuries.
OPTIMIZING
the use of a standardized software for H&S management 
featuring Incident Management, Corrective and Preventive Actions (CAPA), Risk 
Assessment, Audit and Inspections, LOTO and Permitted Work critical modules.
IMPROVED GLOBAL HEALTH AND 
SAFETY PERFORMANCE
The Total Recordable Incident Rate (TRIR) is our key performance 
indicator (KPI) for safety at our facilities. 
Also, as part of our commitment to ensuring the safety of all BRP 
employees, we have deployed a mass notification system to quickly alert 
them of potential threats or emergency situations, and to inform them 
on how to respond, no matter where they are.

50
FINDING OUR WELLNESS BEAT
At BRP, wellness is about finding your own beat. In the past 
year, we focused on helping our employees find their peace 
of mind, the psychological dimension of well-being, with 
the launch of a wellness campaign.
Our Wellness Moments were filled with action-oriented conferences and 
workshops, inspiring insights from our leaders and colleagues, useful wellness 
resources and tools, as well as a brand new well-being challenge concept. 
to 87 learning activities
OVER 3.5K 
REGISTRATIONS
for mental wellness programs in 
our communities 
(Canada, United States, Mexico, Europe, and APAC)
CA$25K DONATION
Our employees responded very favorably 
with an active participation:
Initiatives covered three main topics:
MANAGING Your Energy and Building Resilience 
NAVIGATING  Stress and Workload
BALANCING  Work and Personal Life
(net promoter score)
AMBASSADORSHIP 
NPS-52

S O C I A L
51
To support these initiatives all year long, we created 
within the BRP Learning Hub a Wellness Learning 
section to offer our employees extensive and easily 
accessible resources dedicated to mental health.
BRP’s commitment to wellness starts by example. Our leaders were 
offered wellness training through our Learning Lab and Coaching 
Circle for managers and directors. Working through practical scenarios, 
participants focused on peer co-development to foster physiological 
wellness in their team and address wellness-related challenges, 
while reinforcing that the leader’s own level of wellness is paramount.
In addition, four members of our Management team now serve as 
well-being ambassadors, sharing their authentic wellness insights 
and personal experiences. Their role is to encourage employees 
to take good care of themselves in the fast-paced reality of our 
work environments. 

52
110 MENTEES 
94 MENTORS
since February 2023
More than 
2K USERS
OVER 10K PIECES
of content accessed 
(articles, podcasts, etc.)
OVER 1.7K HOURS
spent on learning activities
3.2K ACTIVE 
LEARNERS
5.8K HOURS
of time spent
5.7K PIECES
of available 
interactive digital 
content
TALENT
404-1  
LEADERSHIP INSIGHTS AND BRP LEARNING HUB 
BRP takes a thoughtful and inclusive approach to leadership development and learning at all levels. In 2023, the 
number of users for Leadership Insights, an expansive electronic library filled with motivational content, more than 
doubled, showing our leaders’ dedication to personal growth. Leadership@BRP is a four-month program taking our 
leaders through an enriching learning path covering multiple facets of leadership. BRP’s Learning Hub, whose active 
learners grew 30% in 2023, is yet another tool for employees to fuel their development with quality content in 
formats such as e-learning capsules and TED Talks.
Our success depends upon our talented BRP employees worldwide who are united in their 
commitment to delivering the best experience to our customers. That’s why our Talent 
Management team focuses on developing strategies that are based on HR best practices 
and tailored to our unique work environment. 
MENTORSHIP EXPERIENCE
Mentorship is a powerful tool in talent development. 
Since the creation of the BRP Mentorship Program 
in 2018, our employees have had the opportunity to 
engage with knowledgeable and experienced mentors 
to develop their talents, create strong relationships 
and simply be inspired. 
Leadership Insights
BRP Learning Hub
Leadership@BRP
In 2023, 
227 LEADERS
have completed 
their leadership 
learning journey.
90% OF 
MENTEES
feel that their mentor 
helped them accelerate 
their development.

53
ATTRACTING TOP TALENT
We have partnerships with several universities to help 
BRP remain at the forefront of attracting the best talent 
and the next generation. These initiatives provide an 
interesting funnel for talent to support our product strategy 
such as EV products. They also allow us to leverage our 
DE&I approach by supporting projects or associations 
dedicated to supporting women studying engineering and 
other STEM fields.
Our partnership with the Université de Sherbrooke and 
the Centre de technologies avancées (Advanced Technology 
Center) is a powerful lever for talent acquisition. 
Throughout the year, we identified various sponsorship 
opportunities based on our talent needs and worked in 
collaboration with internal and external stakeholders. 
86 APPLICATIONS
received from around the world
14 EMPLOYEES
will work from a different BRP 
site in 2024.
CREATING A POSITIVE ENVIRONMENT  
FOR PLANT EMPLOYEES
To better reflect the realities of a manufacturing environment, 
our HR experts are redefining the plant employee experience. 
This starts with a focus on identifying and correcting the 
risks at the source to offer a safe working environment to all 
of our employees and supporting our care mindset. It also 
means adapting our talent strategy to attract more women 
to less traditional jobs such as assembly and logistics. A 
wellness component is being integrated at the plant level 
and we are setting metrics and measuring KPIs to ensure 
employee happiness. In keeping with our commitment to 
DE&I, we have also deployed inclusive workstations across 
a number of plants. These stations are designed to make the 
tools and equipment more accessible to our employees 
regardless of height and strength levels.
Family centers in Mexico to foster  
employee well-being 
For many years, in Mexico, Family Centers have offered 
our employees easy access to a range of services that 
measurably enhance their quality of life. Thanks to their 
facility’s Family Center, employees at our four sites in 
Mexico can tap into a variety of free services to help them 
take care of themselves and their families. These include 
medical professionals, sports and recreational areas, legal 
advisory services, convenience stores, laundry services, 
tool rental, film and game rental, and much more. These 
centers are a true win-win and serve as a model for meeting 
the needs of our local employee communities. 
ENABLING TALENT MOBILITY
Air BRP program
Air BRP is an employee development program that gives 
selected BRP employees the opportunity to work abroad 
for three months, performing their role in a different regional 
office in one of eight countries (Canada, United States, 
Mexico, Finland, Switzerland, Australia, Austria and Belgium).
The program enables employees to expand their professional 
network and build strong connections with colleagues 
worldwide. Providing an immersive and engaging learning 
experience, Air BRP contributes to employees enhancing 
their skills while discovering different markets, challenges 
and cultures. 2023 marked the return of Air BRP after a 
two-year break due to the pandemic, and interest in the 
program was particularly high:
In the past year, we have 
invested close to 
CA$500K
in support of higher education 
in the communities where 
we operate.
S O C I A L

54
STRENGTHENING 
RESPONSIBLE GOVERNANCE
FOLLOWING THE LAUNCH OF OUR NEW CODE OF ETHICS 
LAST YEAR, WE HAVE CONTINUED TO INVEST IN RESPONSIBLE 
GOVERNANCE WITH NEW POLICIES, RESOURCES AND 
SPECIFIC TRAININGS. FOR EXAMPLE, OUR OVERHAULED 
SPEAK UP POLICY IS A POWERFUL TOOL TO PROMOTE AN 
ENVIRONMENT WHERE EMPLOYEES FEEL SAFE TO ASK 
QUESTIONS OR RAISE CONCERNS IN ANY SITUATION.
At BRP, we are committed to undertaking our business activities with the highest level of 
integrity. In 2023, we continued to put in place effective structures, policies, standards, 
and communications to maintain the transparency and accountability required for 
responsible governance. Our new CSR Steering Committee and CSR Coordinating Committee 
reinforce execution of our CSR25 program. 
-  
MARTIN LANGELIER 
Chief Legal Officer and Corporate Services
GOVERNANCE

55
CORPORATE GOVERNANCE
2-9
2-10
2-12
2-13
2-14  
BRP’s Board of Directors (Board) is responsible for 
supervising the management of the Company’s business 
and affairs. 
Reviewed each year, the mandate of the Board sets 
out its principal duties and responsibilities which 
include ensuring that BRP’s activities are compliant 
with rules and regulations. Through the committee 
charters, it delegates certain of its duties and 
responsibilities to the following committees:
•  Audit Committee
• Human Resources and  
Compensation Committee
• Nominating, Governance and Social 
Responsibility Committee
• Investment and Risk Committee
Sound governance guides every aspect of our corporate 
sustainability strategy. BRP’s Board remains the primary 
steward of ESG matters. As such, a progress report on our 
CSR25 program, related targets and various ESG indicators 
is submitted every quarter to our Board for its review. 
Further responsibilities have been delegated to two Board 
committees:
• The Nominating, Governance and Social Responsibility 
Committee is tasked with supervising KPIs developed as 
part of the CSR25 program.
2023 Board Composition
2023 Board engagement
BOARD OF DIRECTORS
It is currently composed of twelve members, elected by BRP’s shareholders, of which seven are independent.
STRUCTURING EFFECTIVE CSR GOVERNANCE
404-1  
• The Audit Committee is responsible for overseeing 
the level of disclosure and ensuring it is sufficiently 
rigorous and in line with the disclosure standards for 
our financial results. 
INTRODUCING NEW CSR COMMITTEES 
In addition to the oversight by the Board and its committees, 
in 2023 the Executive Management team, along with the 
CSR team, established a comprehensive CSR governance 
framework to engage with relevant stakeholders at all levels 
of the organization. 
GENDER 
8 MALE 
 4 FEMALE
ETHNICITY 
10 CAUCASIAN 2 OTHER
TENURE
6 0-5 YEARS 
3 5-10 YEARS 3 >10 YEARS
AGE
3 50s 
9 60s
6 BOARD MEETINGS
20 REGULAR COMMITTEE MEETINGS
98.7% BOARD ATTENDANCE
You can find out more about our Board of Directors  
in our Management Proxy Circular.
Specifically, a CSR Steering Committee composed of 
the executives owning the different ESG pillars of our 
CSR25 framework meets on a quarterly basis to review 
our progress and align on strategic plans. In addition, to 
ensure smooth collaboration throughout our CSR journey, 
a CSR Coordinating Committee was also formed, bringing 
together leaders of key functions called upon to deliver 
on CSR25 projects.
The CSR team also reports on our progress against our 
CSR25 program targets to the Executive Management team 
on a regular basis, as well as twice a year to the Nominating, 
Governance and Social Responsibility Committee.
G O V E R N A N C E

56
The team, which reports to the Chief Legal Officer and 
Corporate Services, is guided by BRP’s E&C Committee. 
This body oversees the implementation of the E&C program, 
approves corporate policies and reviews quarterly reports 
on the program performance and ongoing investigations, 
which are then presented to the Audit Committee of 
the Board.
TAKING THE PULSE OF THE E&C PROGRAM
Awareness and understanding of our E&C program are 
key to ensuring its success. This year, we compared the 
level of knowledge of BRP’s employees with respect to our 
E&C program with a benchmark conducted by Ethisphere, 
a company that promotes best practices in corporate ethics.
Our analysis revealed that there is a good overall awareness 
of our program, positioning us above the comparables in 
many aspects. It also highlighted the need to continue 
to conduct regular communication campaigns to ensure 
employees know where to find E&C resources, understand 
how to use them and know how to report misconducts.
ADHERING TO BRP’S CODE OF ETHICS: 
THE CORNERSTONE OF OUR E&C PROGRAM
At BRP, we are committed to upholding the highest 
standards of conduct in our operations and to do business 
fairly and with integrity. Each of BRP's directors, officers, 
employees and representatives must ensure that their 
behavior is compliant with our Code of Ethics, which sets 
out the standards of ethical behavior we expect from each 
of them.
BRP’s Code of Ethics is the cornerstone of our E&C program 
and the first of many tools created to promote a culture of 
compliance and integrity. Structured around our “trust” 
value, it addresses ethical conduct from our workplace to 
our communities and everywhere in between. Filled with 
real-life examples, this interactive document, overhauled 
in 2022, is easy to navigate and available in different 
languages. It is annually reviewed and approved by the 
Nominating, Governance and Social Responsibility 
Committee of the Board.
Our suppliers are also held to the same high standards 
of integrity through their adherence to our Supplier Code 
of Conduct.
IMPLEMENTING CORPORATE POLICIES
Company policies, which provide guiding principles and 
rules, apply to the whole organization, and are issued to 
support BRP’s values and objectives. Our teams respond 
to changing needs and environments by updating existing 
frameworks and creating new policies. In 2023, we worked 
on several policies but specifically on the following three 
key policies:
ETHICS AND COMPLIANCE
BRP’s Ethics and Compliance (E&C) team has responsibility over the design, implementation 
and operationalization of our E&C program which covers compliance-related policies, 
awareness, monitoring, reporting and other initiatives.
We have also deployed the new People and Assets Security 
Policy which establishes guidelines to ensure security is 
always at the forefront of everyone’s actions. 
DATA PRIVACY 
which sets the base to ensure the protection of 
personal information.
DONATIONS AND SPONSORSHIPS 
to ensure BRP has a uniform and consistent approach 
to donations and charitable sponsorships globally.
SPEAK UP 
to encourage BRP employees to come forward and 
speak up when they suspect or witness a conduct 
which could violate our Code of Ethics, our policies 
or any applicable law. 
1
2
3
2-15
2-16
2-23
2-24
2-26
205-1

57
CREATING AWARENESS
Training our employees
Our Code of Ethics and E&C policies are supported by 
different training tools: 
• In February 2023, all our employees (except our 
hourly-paid plant workers) proceeded with the annual 
Code of Ethics Training and Certification. This mandatory 
exercise is meant to reinforce our Company’s expectations 
and provide employees with a formal opportunity to 
declare any real or potential conflict of interest.
COMMUNICATING WITH OUR EMPLOYEES
In addition to our ongoing internal communications tools, 
we create awareness and engage our employees on a regular 
basis using multiple channels:
• “What would you do?” capsules: Topical capsules inserted 
in BRP’s monthly newsletter, which either present real-life 
E&C situations to employees or invite them to test their 
knowledge on key policies.
• Our Ethics and Compliance online platform which provides 
access to our Code of Ethics, our E&C program, key 
contacts and options for reporting E&C issues. It also 
hosts BRP’s company policy repository.
SPEAKING UP
At BRP, we recognize that a culture of integrity depends 
on every employee’s understanding that they can and 
should speak up when they witness conduct that is not 
consistent with our Code of Ethics or policies. It also 
rests on them knowing that retaliation against anyone 
who raises a business conduct concern in good faith 
or cooperates in an investigation will not be tolerated.
Many options are available to employees for asking questions 
and raising concerns, such as the Integrity Hotline managed 
by an independent third-party provider and available 24/7 
in multiple languages.
To this end, we updated our Speak Up Policy which answers 
key questions such as what must be reported, how to report 
and how investigations are conducted.
COMMITTING TO PROTECT HUMAN RIGHTS
Prioritizing human rights is integral to BRP’s commitment 
to responsible business practices. From the boardroom to 
the production line, everyone at BRP has a responsibility 
to protect the rights and dignity of every individual across 
our global footprint, including throughout our supply chain.
Beyond this global engagement, we renewed for the fourth 
consecutive year our commitment to the Modern Slavery 
Act in Australia. As a result of the recently adopted 
Canadian Fighting Against Forced Labour and Child Labour 
in Supply Chains Act, for the first time, we have submitted 
a joint report on the steps taken to prevent and reduce 
forced labor or child labor risks during FY24 in our 
operations and supply chain. We will continue to develop 
and expand upon our codes of practice, procedures, risk 
assessments, awareness training, and monitoring 
frameworks that address issues of modern slavery.
99.9%
OF 
EMPLOYEES
Completion rate on  
Code of Ethics Certification:
• In fall 2023, close to 350 employees at the ‘manager’ 
level and up also completed mandatory online training 
sessions, reinforcing their understanding of their role in 
the application of three key E&C policies: Speak Up, 
Conflict of Interest and Gifts & Hospitality. 
G O V E R N A N C E

58
REFINING OUR APPROACH TO STAKEHOLDERS
With respect to stakeholder identification, BRP adheres to the 
Global Reporting Initiative (GRI) definition of stakeholders, 
under which a broad group of stakeholders may be identified 
as “individual or group that has an interest that is affected 
or could be affected by the organization’s activities.”
BRP has defined several stakeholder groups that are aligned 
with our CSR25 pillars, enabling us to focus on material 
aspects that are relevant to our organization. These categories 
may encompass other specific stakeholders, and we 
are continuing to refine our approach to stakeholder 
identification and engagement.
Understanding our investors
In May 2022, BRP interviewed investors to understand 
how they assess and use ESG information when making 
investment decisions. This exercise enabled us to identify 
the ESG factors that are material to BRP’s business and 
have the greatest potential impact on Company value. Risk 
factors we identified through this exercise include:
• Climate change
• Product security and safety
• Labor conditions
The ESG factors we identified in this exercise are 
reflected in BRP’s CSR25 program.
PRECAUTIONARY PRINCIPLE
The precautionary principle denotes a duty to prevent harm, 
when it is within our power to do so, even when all the 
evidence is not available. BRP adheres to the precautionary 
principle and is committed to conducting its business and 
affairs with honesty, integrity and in accordance with high 
ethical and legal standards, as per our Code of Ethics.
EXTERNAL CHARTERS, PRINCIPLES, 
AND OTHER INITIATIVES
When we launched our CSR25 program, our stated goal was 
to become our industry’s leader in corporate citizenship. Being 
a leader in corporate citizenship means adhering to globally 
recognized and proven principles of responsible business.
United Nations Global Compact
To that end, BRP joined the United Nations (UN) Global 
Compact in January 2023. The UN Global Compact is the 
world’s largest corporate sustainability initiative, with the 
aim of driving awareness and concrete action in support of 
the UN Sustainable Development Goals (SDGs). Based 
on CEO support and voluntary participation, it holds 
companies accountable to aligning their business 
strategy and operations with ten universal principles 
of responsible business.
CDP disclosure
BRP has been submitting reports to the CDP 
(formerly Carbon Disclosure Project) since 
2015. For the 2023 CDP Climate Change 
Disclosure, we maintained a B- score. We 
consider this an accomplishment, as the 
CDP’s reporting requirements are becoming 
increasingly complex and stringent 
each year to encourage companies to 
deepen their engagement in carbon 
emissions reduction.
In 2023, for the first time, BRP 
completed the Ecovadis questionnaire 
as a supplier, which will allow 
us to improve our sustainability 
journey, and contribute to 
further embedding CSR in 
our operations. 
ASSESSING AND MANAGING  
OUR MATERIAL IMPACT
BRP Inc. has reported its CSR annual performance for 
FY24, from February 1, 2023 to January 31, 2024, unless 
otherwise indicated, with reference to the Global Reporting 
Initiative (GRI), GRI 1 Foundation standard 2021. 
Data included in this report is subject to limited accuracy 
and includes forward-looking information which is subject 
to the cautionary statement described on page 70 of this 
report. Further information on data uncertainties, including 
quantitative information, is provided where appropriate. 
The CSR section is currently not subject to external 
assurance, as efforts are being focused on further 
implementing the CSR25 program.
2-23
2-26
3-1
3-2
ABOUT THE 
CSR SECTION 
 OF THIS REPORT
2-3
2-5
FUTURE PERSPECTIVE
Heading into FY25, given the current context, we are expecting 
headwinds in our plan to meet some of our CSR25 targets, but 
we are deploying every effort to continue on our momentum 
across our three pillars: Environment, Social and Governance.

59
TITLE
UNIT
FY22
FY23
FY24
FY24-FY23 
VARIATION (%)
Global absolute greenhouse gas emissions1
Scope 1 (direct)
tons CO2e
35,991
43,343
42,567
-1.8
Scope 2 (indirect)
tons CO2e
40,556
49,642
45,010
-9.3
Total
tons CO2e
76,547
92,985
87,577
-5.8
Global greenhouse gas 
emissions intensity
tons CO2e/unit 
produced
0.186
0.198
0.194
-2.2
Energy consumption intensity
kWh/unit produced
806
838
887
5.8
CDP results
Climate change
--
B-
B-
B-
--
Waste management2
Sites achieving zero waste 
to landfill
% of sites
25.0
31.0 
21.0
-32.3
Overall quantity of waste 
generated (hazardous and 
non-hazardous)
tons
45,084
40,337
47,277
17.2
Overall diversion rate 
(hazardous and non-hazardous)
% diverted from 
landfill
71.0
69.0
78.1
13.2
Overall quantity of non-
hazardous waste generated
tons
41,584
36,758
41,180
12.0
Overall diversion rate –  
non-hazardous waste
% diverted from 
landfill
54.0
79.0
81.5
3.2
Overall quantity of hazardous 
waste generated
tons
3,500
3,579
6,097
70.4
Overall diversion rate – 
hazardous waste3
% diverted from 
landfill
83.6
82.2
55.4
-32.6
1  For FY24, the calculations cover 23 installations (manufacturing sites, test centers and distribution centers), which 
represents 3 additional sites compared to previous years.
2  The calculations cover 19 installations (manufacturing sites, test centers and distribution centers).
TITLE
UNIT
FY22
FY23
FY24
FY24-FY23 
VARIATION (%)
Health and Safety
Work related fatalities
Number
0
0
0
0
Global frequency rate
TRIR4
0.7
0.9 
0.8 
-11.1
Employee profile - Total workforce
Total employees as 
of January 315
Number
19,871
22,808
19,553
-14.3
Active workforce covered 
under collective bargaining 
agreement
%
27.0
25.0
30.0
20.0
Women in the workforce5
Overall women in the workforce
%
--
--
30.4
--
Women on the Board
%
25.0
25.0
33.3
33.2
Women on the Management 
Committee
%
27.3
23.0
16.7
-27.5
Women managers, directors 
and vice-presidents
%
23.5
23.9
25.1
5.0
Women employees – plants6
%
28.2
30.5
30.4
-0.3
Women employees – offices7
%
31.3
29.1
30.4
4.5
New women employees
% 
29.3
 34.8
35.9
3.2
Average age of employees
Office employees
Years
38.9
 39.3
39.4
0.3
Plant employees
Years
33.1
 34.2
36.2
5.8
3  Total hazardous waste generated at all the facilities represents less than 10% of total generated waste. Hazardous 
waste is disposed of using authorized waste transportation and treatment companies. Disposal methods include fuel 
blend, secured landfills, waste incineration or recycling. 
4 Follows the definition of the Occupational Safety and Health Administration of the United States.
5 From HR database covers 100% of workforce including part time employees.
6 Based on “plant/blue collar” job level.
7 Excluding “plant/blue collar” job level.
SOCIAL
ENVIRONMENT
CSR PERFORMANCE SUMMARY
This table lists the performance indicators used to evaluate the environmental, social, and governance 
topics we monitor annually in an attempt to continuously improve our CSR performance.
2-2
2-7
2-24
2-30
205-2
302-3
305-1
305-2
305-4
306-4
401-1
403-9
404-1
405-1

60
TITLE
UNIT
FY22
FY23
FY24
FY24-FY23 
VARIATION (%)
Annual Code of Ethics Certification
Completion rate10
%
99.7
99.9
99.9
--
Communications and training on anti-corruption policies and procedures
Hours of training
Number
4,647
6,886
7,483
8.7
Time to close investigations
Average days
Number
66
43
41
-4.7
GOVERNANCE
TITLE
UNIT
FY22
FY23
FY24
FY24-FY23 
VARIATION (%)
Representativity per generation 
Gen Z (1995-2012)
%
--
--
19.4
--
Millennials (1980-1994)
%
--
--
48.4
--
Gen X (1965-1979)
%
--
--
28.3
--
Baby Boomers I (1942-1964)
%
--
--
3.9
--
Average tenure by category
Office employees
Years
7
7.8
7
-10.3
Plant employees
Years
3.5
3.8
5.4
42.1
Turnover rate (voluntary)
Professionals, 
managers, directors, 
vice-presidents and 
senior management
%
8.4
8.7
6.6
-24.1
Internal promotion rate8
%
13.6
15.5
14.6
-5.8
Number of work stoppages and total days idle
Work stoppages
Number
0
0
0
--
Days idle
Number
0
0
0
--
Community engagement and progression toward 1%9 
Donations
In million 
of $CAN
1.4
5.6
8.4
50.2
% vs goal
%
12.7*
41.0*
74.0
80.5
Employee engagement
Average employee score
Score out of 10
8
8.1
8.1
--
eNPS
--
45
46
41
--
SOCIAL (CONTINUED)
BB
13.1
C-
ESG RATINGS
CSR PERFORMANCE SUMMARY
8  Includes vertical promotions managers and up, when there is a change of level.
9 BRP has adopted the LBG Canada methodology to report on corporate donations.
10  All employees (except hourly-paid factory workers).
* Corrections to prior years are due to typographical errors or changes in conversion metrics.

61
GRI CONTENT INDEX
Statement of use
BRP has reported the information cited in this GRI content index for 
the period from February 1, 2023 to January 31, 2024 with reference to the 
GRI Standards.
GRI 1 used
GRI 1: Foundation 2021
GRI Standard and Disclosure
The organization and 
its reporting practices
Location 
Comments
GRI 2: General disclosure 2021
2-1
Organizational details
- Company overview
Please refer to Corporate Profile (available 
on BRP website at https://news.brp.com/
investor-relations).
2-2
Entitites included in 
the organization's 
sustainability reporting 
- Company overview 
- CSR performance summary
Please refer to Corporate Profile (available 
on BRP website at https://news.brp.com/
investor-relations).
2-3
Reporting period, 
frequency, and contact 
point 
-  About the CSR section  
of this report
- Information for investors
BRP Inc. reports once a year on its CSR 
annual performance. The current report 
covers fiscal year 2024 (FY24), from 
February 1, 2023 to January 31, 2024, 
unless otherwise indicated. For questions 
about the report and its content, contact 
us at csr@brp.com 
2-5
External assurance 
-  About the CSR section 
of this report
The CEO and members of Management 
Committee review and approve the Annual 
and Corporate Social Responsibility Report 
before its release. The CSR section is 
currently not subject to external assurance, 
as efforts are being focused on further 
implementing the CSR25 program.
2-6
Activities, value chain  
and other business 
relationships 
https://news.brp.com/financial-information
Activities and workers
Location
Comments
2-7
Employees 
- CSR performance summary
Governance
Location
Comments
2-9
Governance structure 
and composition
-  Corporate governance
2-10
Nomination and selection of 
the highest governance body
-  Corporate governance
Please refer to Corporate Governance 
(available on BRP website at https://news.brp.
com/corporate-governance).
2-11
Chair of the highest 
governance body
-  Letter from the president 
and CEO
Please refer to Corporate Governance 
(available on BRP website at https://news.
brp.com/corporate-governance).
2-12
Role of the highest 
governance body 
in overseeing the 
management of impacts
-  Corporate governance
Please refer to Corporate Governance 
(available on BRP website at https://news.
brp.com/corporate-governance).
2-13
Delegation of 
responsibility for 
managing impacts
-  Structuring effective 
CSR governance
Each site is responsible for CSR-related 
activities and their respective monitoring. 
Consequently, local CSR leaders are our 
contacts at the site level and provide 
information about CSR projects.
2-14
Role of the highest 
governance body in 
sustainability reporting 
-  Structuring effective 
CSR governance
The CEO and members of the Nominating, 
Governance and Social Responsibility 
Committee, the Audit Committee and the 
Management Committee review and approve 
this report before it is release.
2-15
Conflict of interest 
- Ethics and compliance
2-16
Communication of 
critical concerns 
- Ethics and compliance
2-17
Collective knowledge 
of the highest 
governance body 
Please refer to BRP's FY24 Annual Information 
Form - section Directors and officers 
(available on BRP website at https://news.brp.
com/financial-information).
2-18
Evaluation of the performance 
of the highest body 
Please refer to BRP's FY24 Management 
Proxy Circular - section Disclosure of 
Corporate Governance Practices (available 
on BRP website at https://news.brp.com/
financial-information)
2-19
Remuneration policies 
Please refer to BRP's FY24 Management Proxy 
Circular (available on BRP website at https://
news.brp.com/financial-information)
2-20
Process to determine remuneration 
Please refer to BRP's FY24 Management Proxy 
Circular (available on BRP website at https://
news.brp.com/financial-information)
2-21
Annual total compensation ratio 
BRP considers this information to 
be confidential.

62
Strategy, policies 
and practices
Location
Comments
2-22
Statement on sustainable 
development strategy
 - Letter from the President and CEO
 - Transitioning to a low-carbon future
 - Nurturing stronger communities
2-23
Policy commitments
 - Supporting the United Nations 
Sustainable Development Goals
 - Ethics and compliance
 - Assessing and managing 
our material impact
2-24
Embedding policy 
commitments
 - Ethics and compliance
 - CSR performance summary
2-25
Processes to remediate 
negative impacts 
Each site is responsible for the 
implementation of corrective actions in 
response to environmental and social 
topics, in accordance with production 
realities and local legal compliance 
requirements. 
2-26
Mechanisms for seeking 
advice and raising concerns
-  Ethics and compliance
2-27
Compliance with laws 
and regulations
BRP has established an internal 
environmental and health & safety 
compliance audit program to assess 
the compliance level at all BRP sites. 
Results of the compliance audits are 
communicated to Management and the 
Investments and Risks Committee of the 
Board annually.
2-28
Memberships associations
BRP engages with several associations 
such as the International Snowmobiles 
Manufacturers Association (ISMA), the 
International Council of Marine Industry 
Association (ICOMIA/IMEC), the Personal 
Watercraft Industry Association (PWIA), 
Recreational Off- highway Vehicles 
Association (ROHVA), among others, and 
actively promotes the creation of working 
committees on vehicles electrification, 
alternative fuels, etc. 
Stakeholder engagement
Location
Comments
2-29
Approach to stakeholder 
engagement
-  Assessing and managing our 
material impact
2-30
Collective bargaining 
agreements
-  CSR performance summary
Material topics
Location
Comments
GRI 3: Material topics 2021
3-1
Process to determine 
material topics
-  Assessing and managing 
our material impact 
This exercice was done in 2021
3-2
List of material topics
-  Assessing and managing 
our material impact
3-3
Management of 
material topics 
 - Progressing on our CSR25 
commitments
 - Transitioning to a low-
carbon future
 - Shaping a healthy culture 
of success
Social and community 
commitment
Location
Comments
GRI 201: Economic performance 2016
201-1
Direct economic value 
generated and distributed
 - Financial highlights
 - Financial section
GRI 203: Indirect economic impacts 2016
203-1
Infrastructure investments 
and services supported
-  Toward more sustainable 
facilities
203-2
Significant indirects 
economic impacts
-  Sustainable product strategy
Energy management
Location
Comments
GRI 302: Energy 2016
302-3
Energy intensity
-  CSR performance summary
Management of greenhouse 
gas emissions
Location
Comments
GRI 305: Emissions 2016
305-1
Total direct greenhouse 
gas emissions
-  CSR performance summary
305-2
Total indirect greenhouse 
gas emissions
-  CSR performance summary
305-4
GHG emissions intensity
-  CSR performance summary
GRI CONTENT INDEX

63
Effluents and waste 
management
Location
Comments
GRI 306: Waste 2020
306-2
Management of significant 
waste-related impact
-  Toward more sustainable 
facilities
Each site is responsible for defining its 
priorities on environmental topics in 
accordance with production realities and 
local legal compliance requirements.
306-4
Waste diverted from 
disposal
-  CSR performance summary
Management of liquid effluents have not 
been identified as a material issue for BRP.
Employee engagement 
and retention
Location
Comments
GRI 401: Employment 2016
401-1
New employee hires and 
employee turnover
-  CSR performance summary
Health and safety (H&S) 
of our employees 
Location
Comments
GRI 403: Occupational health and safety 2018
403-1
Occupational health and 
safety management system
-  Putting health and 
safety first
403-2
Hazard identification, risk 
assessment and incident 
investigation
-  Putting health and 
safety first
403-3
Occupational health 
services
Health services are available at all 
manufacturing sites.
403-4
Worker participation, 
consultation, and 
communication on 
occupational health 
and safety
Each site is responsible for defining its 
priorities on H&S topics, in accordance 
with production realities and local legal 
compliance. H&S committees comprised 
of management and employees 
representatives are present in our 
manufacturing sites.
403-5
Worker training on 
occupational health 
and safety 
Each site is responsible for defining its 
priorities on H&S topics, in accordance 
with production realities and local legal 
compliance. H&S committees comprised 
of management and employees 
representatives are present in our 
manufacturing sites.
403-6
Promotion of worker 
health
Health services are available in all 
manufacturing sites. More specifically, in 
our mexican facilities, health care is also 
provided to our employees’ families.
Health and safety 
of our employees
Location
Comments
403-9
Work-related fatalities
-  CSR performance summary
Training and skills 
development
Location
Comments
GRI 404: Training and education 2016
404-1
Average hours of training 
per year per employee
- Talent 
- CSR performance summary
404-3
Percentage of employees 
receiving regular 
performance and career 
development reviews
Each permanent employee agrees with 
supervisor on performance objectives.  
This approach promotes dialogue between 
managers and employees and provides 
periodic evaluation and feedback.
Equity, diversity, and equality 
of employment opportunities
Location
Comments
GRI 405: Diversity and equal opportunity
405-1
Diversity of governance 
bodies and employees
-  CSR performance summary
405-2
Ratio of basic salary and  
remuneration of women to men
BRP considers this information 
to be confidential.
Business ethics
Location
Comments
GRI 205 : Anti-corruption 2016
205-1
Operations assessed for 
risks related to corruption
-  Ethics and compliance
Code of Ethics and Anti-Corruption Policy 
are available at: https://www.brp.com/en/
our-company/ethics-compliance.html
205-2
Communication and training 
about anti-corruption 
policies and procedures
-  CSR performance summary
GRI 415: Public policy 2016
415-1
Public contributions 
Please refer to Corporate Responsibility 
Governance (available on BRP website at 
https://www.brp.com/en/corporate-social-
responsibility/governance.html).
GRI CONTENT INDEX

64
AUTOMOBILES*
Topic
Accounting metric
Category
Unit of measure
Code
Response / comments
Fuel economy & use-
phase emissions
Sales-weighted average passenger 
fleet fuel economy, by region 
Quantitative 
Mpg, L/km, gCO2/km, km/L 
TR-AU-410a.1
The topic of passenger fleet fuel economy and its associated metrics were omitted based on 
the lack of applicability to BRP's business.
Number of (1) zero emission 
vehicles (ZEV), (2) hybrid vehicles, 
and (3) plug-in hybrid vehicles sold 
Quantitative 
Number
TR-AU-410a.2
Number of vehicles sold not material in comparison with total sales.
Discussion of strategy for 
managing fleet fuel economy and 
emissions risks and opportunities 
Discussion and 
Analysis 
NA
TR-AU-410a.3
Sustainable product strategy section of this report
Materials sourcing
Description of the management of 
risks associated with the use of 
critical materials 
Discussion and 
Analysis 
NA
TR-AU-440a.1
FY24 Annual information form 
Material efficiency & 
recycling
Total amount of waste from 
manufacturing, percentage 
recycled 
Quantitative 
Metric tons (t), Percentage (%) 
TR-AU-440b.1
CSR Performance summary 
Weight of end-of-life material 
recovered, percentage recycled
Quantitative 
Metric tons (t), Percentage (%)
TR-AU-440b.2
Information not currently compiled 
Average recyclability of vehicles 
sold, by weight 
Quantitative 
Percentage (%) by sales-weighted 
weight (metric tons)
TR-AU-440b.3
Information not currently compiled 
Product safety
Percentage of vehicle models rated 
by NCAP programs with an overall 
5-star safety rating, by region
Quantitative
Percentage (%)
TR-AU-250a.1
NCAP- star ratings do not apply to our vehicles. However, there are industry and mandatory 
safety standards applicable to our products. BRP is monitoring the applicable standards 
and applying processes for compliance in our relevant markets. For example in the United 
States, standards are published by the Special Vehicle Institute of America (for ATVs), by 
the Recreational Off-Highway Vehicle Association (for SSVs) and the Snowmobile Safety 
and Certification Committee (for Snowmobiles.) There are also Federal Regulations by the 
Consumer Product Safety Commission, the U.S. Coast Guard (for PWCs and Boats), as well 
as the National Highway Traffic Safety Administration (on-road products). Outside the United 
States, there are also applicable regulations for example by Transport Canada, EU Recreational 
Craft Directive and many more. 
Number of safety-related defect 
complaints, percentage investigated
Quantitative
Number, Percentage (%)
TR-AU-250a.2
BRP is not reporting this number. However, BRP has processes in place to monitor issues 
from the field reported by consumers, dealers, regulatory authorities and any other involved 
stakeholders and apply corrective measures as necessary. 
Number of vehicles recalled
Quantitative
Number
TR-AU-250a.3
BRP reports safety recalls information on its website, under the section Product Safety as well 
as on every brand websites as applicable by product line and country. 
Labor practices
Percentage of active workforce covered 
under collective bargaining agreements
Quantitative
Percentage (%)
TR-AU-310a.1
CSR performance summary
(1) Number of work stoppages and 
(2) total days idle
Quantitative
Number, Days idle
TR-AU-310a.2
CSR performance summary
SASB DISCLOSURE
* Although there is no powersport industry standard, BRP aims to align with the SASB reporting framework of automobiles industry.

65
TCFD DISCLOSURE
GOVERNANCE
Disclose the organization's governance around 
climate-related risks and opportunities
Disclosure BRP
Describe the Board's oversight of climate-related 
risks and opportunities
The Board of Directors of the Company is the ultimate steward of ESG matters (including climate related matters such as greenhouse gases emissions). As such, a progress report 
on the Company’s CSR25 Program, targets and various ESG indicators is submitted every quarter to the Board of Directors for its review. The Board of Directors also established 
clear lines of authority and oversight at the committee levels, as detailed below:
 - The Nominating, Governance and Social Responsibility Committee (NGSRC) has been delegated the authority to annually review and assess the Company’s policies and 
practices with respect to its CSR25 Program and supervises key performance indicators (KPIs) developed as part of the CSR25 Program; and
 - The Audit Committee has been delegated the authority to oversee any CSR/ESG-related disclosure documents and the controls in place to assess the adequacy and 
completeness of the financial information contained therein.
Describe management’s role in assessing and 
managing climate-related risks and opportunities
In addition to the oversight by the Board and its committees, the Executive Management team, along with the dedicated team of CSR professionals (the “CSR team”) established in 
Fiscal 2024 a comprehensive CSR governance framework which engages proactively and regularly with relevant stakeholders at all levels of the organization. Specifically, a CSR 
Steering Committee composed of executives with ownership over each pillar of the Company’s CSR25 framework meets on a quarterly basis to review progress and align on strategic 
plans. In addition, to ensure smooth collaboration throughout the Company’s CSR journey, a Coordinating Committee was also formed, bringing together leaders of key functions 
delivering on CSR25 projects.
The CSR team also receives updates on the advancement of the work against the Company’s CSR25 Program’s priorities from the executives and internal working groups to whom 
such priorities are assigned, and it has the responsibility to report regularly on such progress to the whole executive management team as well as twice a year to the NGSRC. BRP 
recognizes that responsible governance requires a commitment to transparency and accountability throughout its organization, as well as effective structures, policies, standards, 
and communication. 
STRATEGY
Disclose the actual and potential impacts of 
climate-related risks and opportunities on the 
organization’s business, strategy, and financial 
planning where such information is material 
Disclosure BRP
Describe the climate-related risks and opportunities 
the organization has identified over the short, 
medium and long term
At the end of 2021, BRP's Board of Directors approved the new CSR25 program. This program is aligned with the overall strategic 5-year planning process, and is revised on an 
annual basis. The CSR25 program falls under the medium-term horizon. While projects and activities are planned on an annual basis, the overall plan will be reviewed at the end 
of 2025. BRP's business risks can be found in the latest Management's Dicussion and Analysis (MD&A), and include climate change related risks.

66
Describe the impact of climate-related risks 
and opportunities on the organization’s business, 
strategy and financial planning
Climate change is receiving increasing attention worldwide. A perceived consensus among scientists, legislators and others regarding the impact of increased levels of greenhouse 
gases, including carbon dioxide, on climate change has led to significant legislative and regulatory efforts to limit greenhouse gas emissions. Greenhouse gas regulations are likely to 
require the Company to purchase allowances to offset the Company’s own emissions or result in an overall increase in costs of raw materials or operating expenses, any of which could 
reduce competitiveness in a global economy or otherwise have a material adverse effect on the Company’s business, results of operations or financial condition. Part of the Company’s 
strategy to address these risks includes the initiatives and targets detailed in the Company’s CSR25 Program as well as the Company’s commitment to offer electric models in each of 
its product lines and to expand its product lines into low voltage and human assisted products, This strategy itself presents additional risks, including with respect to the Company’s 
ability to ensure compliance with rules, laws and regulations applicable to the EV industry, as well as exposure to the increasing government enforcement actions and civil suits 
alleging “greenwashing”, which call for increased vigilance when it comes to ESG reporting and communication. 
Describe the resilience of the organization's 
strategy, taking into consideration different 
climate-related scenarios, including a 2C or 
lower scenario
We developed our program during the course of 2021 and 2022, focusing on better reporting to communicate our targets and progress. We will revise our program and roadmaps to 
achieve our targets annually and plan for using climate-related scenarios going forward. While there are challenges ahead, BRP is uniquely positioned to address them. Its geographic 
scope, diversified product portfolio, supply chain flexibility, leading brands and capital strenght, provides BRP resilience and agility to transition to a lower-carbon economy and 
explore new growth opportunities.
RISK MANAGEMENT
Disclose how the organization identifies, asessess, 
and manages climate-related risks
Disclosure BRP
Describe the organization's processes for 
identifying and assessing climate-related risks
BRP operates manufacturing facilities in 7 countries: Australia, Austria, Canada, Finland, Germany, Mexico and the United States of America. However, its products are sold 
worldwide. Therefore, we consider the global outlook when assessing our risks including climate change risks.
The Investments and Risks Committee of the Board of Directors monitors the company's risk management program on a quarterly basis. 
BRP's enterprise risk management program consists in reviewing a broad range of risks, including climate change risks, to rank them based on the likelihood of occurrence and on 
the potential severity of impact, and identifying the most significant ones. Environmental considerations, including climate change issues, have been identified as one of the risks 
potentially impacting BRP and are integrated in the risk management program. The risks are reviewed annually. Ownership of the risk management process is assigned to a member 
of the Senior Management. The environmental compliance status of our operations is also reviewed annually.
Describe the organization's processes for managing 
climate-related risks
Environmental considerations, including climate change issues have been identified as one of the risk potentially impacting BRP. BRP's enterprise risk management program 
consists in reviewing a broad range of risks, to rank them based on the likelihood of occurrence and on the potential severity of impact, and identifying the most significant ones. 
The risks are reviewed annually. Ownership of those risks is being assigned to a member of the Senior Management Committee. The findings are integrated into our strategic 
planning to help shape our resilience, mitigation and adaptation responses.
Describe how processes for identifying, assessing, 
and managing climate-related risks are integrated 
into the organization's overall risk management
Environmental considerations, including climate change issues, have been identified as one of the risks potentially impacting BRP and are integrated in the risk management 
program. The risks are reviewed annually in order to rank them on the likelihood of occurrence and potential severity of impact. Ownership of the risk management process is 
assigned to a member of the Senior Management.
TCFD DISCLOSURE

67
METRICS AND TARGETS
Disclose the metrics and targets used to assess 
and manage relevant climate-related risks and 
opportunities where such information is material
Disclosure BRP
Disclose the metrics used by the organizarion to 
assess climate-related risks and opportunities in 
line with its strategy and risk management process
The following metrics are considered to disclose BRP's performance against the established targets aligned with our CSR framework:
Greenhouse gas (GHG) emissions in absolute number and in intensity (per unit produced), Diversion rate.
BRP's targets are as follow:
- Make our facilities carbon neutral by 2030 
- Achieve zero waste to landfill by 2030 
- Reduce CO2 emissions from our supply chain by 25% by 2035 
- Launch new internal combustion engine models (ICE) that emit less CO2 than their predecessors 
- Have 50% of our units sold as electric by 2035
Disclose Scope 1, Scope 2 and, if appropriate, 
Scope greenhouse gas (GHG) emissions, and 
related risks
Information can be found in the CSR Performance Summary of the current report:
Global GHG emissions: Scope 1 and 2
GHG emissions intensity (per unit produced)
Describe the targets used by the organization to 
manage climate-related risks and opportunities and 
performance against targets
BRP has established a range of targets aligned with our CSR framework:
- Make our facilities carbon neutral by 2030 
- Achieve zero waste to landfill by 2030 
- Reduce CO2 emissions from our supply chain by 25% by 2035 
- Launch new internal combustion engine models (ICE) that emit less CO2 than their predecessors 
- Have 50% of our units sold as electric by 2035
TCFD DISCLOSURE

68
SECTION
 
FINANCIAL
201-1

69
RECONCILIATION TABLE FISCAL YEAR 2024
1   See “Non-IFRS Measures” section. 
 
 
 
 
2   During Fiscal 2023, the Company incurred costs related to a cybersecurity incident. These costs are mainly comprised of recovery costs, idle costs such as direct labor during shutdown period, etc. 
 
3   Effective December 31, 2022, BRP approved an ad-hoc adjustment to be granted to retirees and surviving spouses of the Pension Plan for Employees of BRP (Canada) who retired prior to 2017. The impact of this ad-hoc increase is recognized as a 
past service cost during the year ended January 31, 2023. 
 
 
 
 
4   During the twelve-month period ended January 31, 2024, the Company recorded an impairment charge of $116.3 million related to its Marine segment. 
 
 
 
 
5   Transaction costs and depreciation of intangible assets related to business combinations.  
 
 
 
6   During Fiscal 2024, the Company incurred incremental transport and idle costs such as direct labor, which were related to mitigation strategies implemented to handle the border crossing slowdown between Juarez, Mexico, where the Company has 
three factories, and El Paso, Texas, USA. 
 
 
 
 
7   The Company incurred idle costs, other exit costs and impaired service parts inventory related to its Evinrude outboard engine production. 
 
 
 
 
8   During Fiscal 2022, the Company acquired its two leased facilities in Mexico. The derecognition of related right-of-use assets and corresponding lease liabilities generated a $8.7 million gain on lease termination. 
 
9   Derecognition of unamortized transaction costs related to the repricing of Term Loan B-2 and refinancing of Term Loan B-1 in Fiscal 2024, and prepayment premium of $15.1 million and derecognized unamortized transaction costs of $29.2 million 
related to the full repayment of its outstanding U.S. $597.0 million Term Loan B-2 in Fiscal 2022. 
 
 
 
 
10   Other elements include insurance recovery on destroyed equipment related to the Juarez 2 fire recorded in Fiscal 2023 and costs associated with restructuring and reorganization activities to gain flexibility and improve efficiency which are mainly 
composed of severance costs and retention salaries. 
 
 
 
 
11 Income tax adjustment is related to the income tax on Normalized elements subject to tax and for which income tax has been recognized and to the adjustment related to the impact of foreign currency translation from Mexican operations.
TWELVE-MONTH PERIODS ENDED
(in million of Canadian dollars)
January 31, 2024
January 31, 2023
January 31, 2022
January 31, 2021
January 31, 2020
Net income
 744.5 
 865.4 
 794.6 
 362.9 
 370.6 
Normalized elements
Foreign exchange (gain) loss on long-term debt and lease liabilities
 10.8 
 92.4 
 (13.3)
 (121.8)
 10.4 
Cybersecurity incident costs2
 - 
 25.5 
 - 
 - 
 - 
(Gain) loss on NCIB
 (4.8)
 (1.8)
 21.3 
 (12.2)
 - 
Past service costs3
 - 
 4.3 
 - 
 - 
 - 
Impairment charge4
 116.3 
 - 
 - 
 177.1 
 - 
Costs related to business combinations5
 15.6 
 8.3 
 9.9 
 5.9 
 6.5 
Border crossing costs6
 6.2 
 - 
 - 
 - 
 - 
Evinrude outboard engine wind-down7
 15.0 
 - 
 0.4 
 96.1 
 - 
Gain on lease termination8
 - 
 - 
 (8.7)
 (12.7)
 - 
Transaction costs on long-term debt9
 22.7 
 1.0 
 44.3 
 12.7 
 - 
Other elements10
 7.4 
 (3.2)
 3.8 
 4.1 
 (37.4)
Income tax adjustment1,11
 (60.3)
 (15.2)
 (5.8)
 (45.7)
 8.3 
Normalized net income1
 873.4 
 976.7 
 846.5 
 466.4 
 358.4 
Normalized income tax expense1
 269.9 
 315.7 
 287.9 
 167.1 
 126.8 
Financing costs adjusted1
 186.4 
 113.9 
 63.4 
 107.3 
 90.9 
Financing income adjusted1
 (11.8)
 (4.2)
 (3.8)
 (7.6)
 (2.2)
Depreciation expense adjusted1
 381.7 
 304.2 
 268.1 
 255.2 
 230.5 
Normalized EBITDA1
 1,699.6 
 1,706.3 
 1,462.1 
 988.4 
 804.4 
Weighted average number of shares – diluted
 78,523,790 
 80,946,102 
 85,259,520 
 88,604,984 
 93,813,984 
Normalized earnings per share – diluted1
 11.11 
 12.05 
 9.92 
 5.39 
 3.83 
The following table presents the reconciliation of Net income to
Normalized net income1 and Normalized EBITDA1.

70
STOCK EXCHANGE INFORMATION 
BRP Inc. subordinate voting shares are traded on the Toronto 
Stock Exchange under the symbol “DOO’’ and on the Nasdaq 
Global Select Market under the symbol “DOOO’’. 
RESEARCH COVERAGE1 
ARC Independent Research • BMO Capital Markets Equity 
Research • Canaccord Genuity • CIBC Capital Markets • 
Citigroup • D.A. Davidson • Desjardins Securities • 
Edgewater Research Company • Exane BNP Paribas • 
Morningstar • National Bank Financial • Northcoast 
Research • Raymond James & Associates • RBC Capital 
Markets • Robert W. Baird & Co. • Scotia Global Equity 
Research • Stifel Canada • TD Securities Equity Research • 
UBS Securities • Wolfe Research
 
FISCAL YEAR 2025 TENTATIVE EARNINGS CALENDAR 
First Quarter: May 31, 2024  
Second Quarter: September 6, 2024  
Third Quarter: December 6, 2024 
Fourth Quarter: March 26, 2025
ISSUED AND OUTSTANDING SHARES 
As of April 18, 2024, there were 36 494 011 Subordinate 
Voting Shares and 38 519 358 Multiple Voting Shares 
issued and outstanding, and no preferred shares were 
issued and outstanding. 
ANNUAL SHAREHOLDERS’ MEETING 
This meeting will be held at 11:00 a.m. (Eastern time) 
on May 31, 2024, via live webcast. 
INFORMATION REQUESTS 
Analysts, shareholders and interested investment 
professionals may direct their business-related inquiries to: 
Investor Relations Department: BRP Inc., 726 St-Joseph 
Street, Valcourt, Quebec, Canada J0E 2L0, 
T  +1 450 532-2211, ir@brp.com 
SHAREHOLDER SERVICES 
For shareholder-related services, including estate change 
of name or address, stock, transfers, settlement, lost stock 
certificates and duplicate mailings, please contact the 
transfer agent at: Computershare Investor Services Inc.: 
100 University Ave., 8th Floor, Toronto, Ontario, Canada 
M5J 2Y1, T  +1 800 564-6253,  
www-us.computershare.com/Investor 
FOR MORE INFORMATION 
To view the Company’s Annual and Corporate Social 
Responsibility Report and related financial information, 
to learn more about the products, to download product 
brochures or to find dealer locations, please visit the 
Company’s website at brp.com.
1Analyst coverage known to the Company as of April 1st, 2024.
© BRP 2024. All rights reserved. ®, ™ and the BRP logo are 
trademarks of BRP or its affiliates. † All other trademarks are 
the property of their respective owners. Please ride responsibly. 
The information contained in this Annual and Corporate Social 
Responsibility Report was established as of May 2, 2024. Legal 
deposit Bibliothèque nationale du Québec 2024.
FORWARD-LOOKING STATEMENTS 
Certain statements in this Annual and Corporate Social Responsibility Report, including, but not 
limited to, statements relating to the Company’s Fiscal 2025, statements relating to its 5-year 
plan referred to as “M25” or “Mission 25”, its corporate social responsibility program referred to 
as “CSR25” and the Company’s objectives, targets, goals, initiatives, performance or achievements 
thereunder (“CSR commitments”) as well as the expected capital expenditures and human resources 
deployment to support the CSR commitments and the expected impact and the Company’s progress 
in relation to it, including potential headwinds in FY25 in the Company's plan to meet some 
of its CSR commitments, and other statements about the Company’s prospects, expectations, 
anticipations, estimates and intentions, results, levels of activity, performance, objectives, targets, 
goals, achievements, priorities and strategies, financial position, market position, including its 
ability to continue to gain additional market share, capabilities, competitive strengths and 
beliefs, the prospects and trends of the industries in which the Company operates, the expected 
demand for the Company’s products and services and sustained growth, research and product 
development activities, including projected design, characteristics, capacity or performance of 
future products and their expected scheduled entry to market and the anticipated impact of 
such product introductions, the availability of capital resources and liquidities, or any other 
future events or developments and other statements that are not historical facts constitute 
forward-looking statements within the meaning of applicable securities laws. The words “may”, 
“will”, “would”, “should”, “could”, “expects”, “forecasts”, “plans”, “intends”, “trends”, 
“indications”, “anticipates”, “believes”, “estimates”, “outlook”, “predicts”, “projects”, “likely” 
or “potential” or the negative or other variations of these words or other comparable words or 
phrases, are intended to identify forward-looking statements.
Forward-looking statements are presented for the purpose of assisting readers in understanding 
certain key elements of the Company’s current objectives, goals, targets, strategic priorities, 
expectations and plans, and in obtaining a better understanding of the Company’s CSR25 
program and related CSR commitments, as well as of the Company’s business and anticipated 
operating environment. Readers are cautioned that such information may not be appropriate 
for other purposes; readers should not place undue reliance on forward-looking statements 
contained herein. Forward-looking statements, by their very nature, involve inherent risks and 
uncertainties and are based on a number of assumptions, both general and specific. Such 
forward-looking statements are not guarantees of future performance and involve known and 
unknown risks, uncertainties and other factors which may cause the actual results or performance 
of the Company or the industry, as well as of the Company’s CSR25 program and related CSR 
commitments to be materially different from the outlook or any future results or performance 
implied by such statements.
INFORMATION FOR 
INVESTORS

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The United Nation Sustainable Development Goals (UNSDGs) are also aspirational in nature.
The analysis involved in determining whether and how certain initiatives may contribute to 
the UNSDGs is inherently subjective and dependent on a number of factors. There can be 
no assurance that reasonable parties will agree on a decision as to whether certain projects, 
initiatives, investments, or other aspects of its business contribute to a particular UNSDG.
In addition, many factors could cause the Company’s actual results, level of activity, performance 
or achievements or future events or developments, including CSR25 program and related CSR 
commitments to differ materially from those expressed or implied by the forward-looking 
statements, including, without limitation, the following factors, which are discussed in greater 
detail under the heading “Risk Factors” of its Management’s Discussion and Analysis for Fiscal 
2024 dated March 28, 2024 (the “2024 MD&A”) and in other continuous disclosure materials 
filed from time to time with Canadian securities regulatory authorities and the Securities and 
Exchange Commission: the impact of adverse economic conditions including in the context of 
recent significant increases of interest and inflation rates; any decline in social acceptability of 
the Company and its products, including in connection with the broader adoption of electrical 
or low-emission products; high levels of indebtedness; any unavailability of additional capital; 
any supply problems, termination or interruption of supply arrangements or increases in the cost 
of materials, including as a result of the ongoing military conflict between Russia and Ukraine; 
the inability to attract, hire and retain key employees, including members of the Company’s 
management team or employees who possess specialized market knowledge and technical skills; 
any failure of information technology systems, security breach or cyber-attack, or difficulties 
with the implementation of new systems, including the continued implementation of its ERP 
system; the Company’s reliance on international sales and operations; the Company’s inability 
to successfully execute its growth strategy; fluctuations in foreign currency exchange rates; 
unfavourable weather conditions and climate change more generally; the Company’s seasonal 
nature of its business and some of its products; the Company’s reliance on a network of independent 
dealers and distributors; any inability of dealers and distributors to secure adequate access to 
capital; any inability to comply with product safety, health, environmental and noise pollution 
laws; the Company’s large fixed cost base; any failure to compete effectively against competitors 
or any failure to meet consumers’ evolving expectations; any failure to maintain an effective 
system of internal control over financial reporting and to produce accurate and timely financial 
statements; any inability to maintain and enhance the Company’s reputation and brands; any 
significant product liability claim; any significant product repair and/or replacement due to 
product warranty claims or product recalls; any failure to carry proper insurance coverage; the 
Company’s inability to successfully manage inventory levels; any intellectual property infringement 
and litigation; the Company’s inability to successfully execute its manufacturing strategy or to 
meet customer demand as a result of manufacturing capacity constraints; increased freight and 
shipping costs or disruptions in transportation and shipping infrastructure; any failure to comply 
with covenants in financing and other material agreements; any changes in tax laws and 
unanticipated tax liabilities; any impairment in the carrying value of goodwill and trademarks; any 
deterioration in relationships with employees; pension plan liabilities; natural disasters; volatility 
in the market price for the Subordinate Voting Shares; the Company’s conduct of business 
through subsidiaries; the significant influence of Beaudier Group and Bain Capital; and future 
sales of Subordinate Voting Shares by Beaudier Group, Bain Capital, directors, officers or senior 
management of the Company. These factors are not intended to represent a complete list of the 
factors that could affect the Company; however, these factors should be considered carefully.
Unless otherwise stated, the forward-looking statements contained in this Annual and Corporate 
Social Responsibility Report are made as of the date of this Annual and Corporate Social 
Responsibility Report and the Company has no intention and undertakes no obligation to 
update or revise any forward-looking statements, including to reflect future events, changes 
in circumstances, or changes in beliefs, unless required by applicable securities regulations. 
In the event that the Company does update any forward-looking statements contained in this 
Annual and Corporate Social Responsibility Report, no inference should be made that the 
Company will make additional updates with respect to that statement, related matters or any 
other forward-looking statement. The Company is also permitted to determine in its discretion 
that it is not feasible or practical to implement or complete certain of its CSR commitments, or 
that it needs to prioritize other nearer term interests, based on cost, timing, or other considerations.
KEY ASSUMPTIONS
The Company made a number of economic, market and operational assumptions in preparing 
and making certain forward-looking statements contained in this Annual and Corporate Social 
Responsibility Report, including without limitation the following assumptions: reasonable 
industry growth ranging from down to slightly up; market share will remain constant or moderately 
increase; slowing global economic growth; limited impact from the ongoing military conflict 
between Russia and Ukraine; no return of the mandatory inspections implemented on all 
cargo trucks crossing the Mexico-Texas border to an extent that would result in major business 
disruptions; no further deterioration of the conflict in the Middle-East; main currencies in which 
the Company operates will remain at near current levels; easing, but still elevated, levels of 
inflation; there will be no significant changes in tax laws or free trade arrangements or treaties 
applicable to the Company; the Company’s margins are expected to be pressured by lower 
volumes; the supply base will remain able to support product development and planned production 
rates on commercially acceptable terms in a timely manner; no new trade barriers will be imposed 
amongst jurisdictions in which the Company carries operations; the absence of unusually adverse 
weather conditions, especially in peak seasons.
Moreover, the forward-looking statements made in this Annual and Corporate Social Responsibility 
Report, including the Company’s CSR commitments under its CSR25 program are based on its 
current strategic plan, geographic footprint, mix of lines of business and overall size and scope 

72
of operations as well as a number of assumptions, including, without limitation, the assumptions 
which are set out in the “Risk Factors” section of its 2024 MD&A, as well as the following material 
assumptions: the Company’s ability to develop and implement various corporate and business 
initiatives on their expected timelines, including new procedures, policies and methods necessary 
to achieve its CSR commitments and foster a CSR culture resulting in behavioral changes and 
choices across the Company’s workforce; sufficient collaboration with, and active and continued 
participation of stakeholders (including the employees, dealers, clients, suppliers and other 
main actors of the Company’s value chain and the communities in which it is present), including 
by reducing their own GHG emissions and complying with the Company’s policies and procedures; 
there being no negative impact on the calculation of the Company’s GHG emissions from 
refinements in or modifications to international standards, frameworks or the methodology the 
Company uses for the calculation of such GHG emissions; the Company not undertaking or 
pursuing any new corporate or business initiatives, business acquisitions, investments, joint 
ventures or technologies that would materially increase the Company’s anticipated levels of GHG 
emissions; the availability of comprehensive and high-quality GHG emissions and other third 
party data; projections with respect to renewable electricity generation and the commercial 
viability and scalability of GHG emissions reduction strategies and related technology and 
products; anticipated growth in worldwide demand for electric products driven in part by continued 
importance given to social acceptability of products, entry into force of additional and more 
onerous environmental regulations including with respect to climate change and GHG emissions 
and various incentives available in favour of electric products and expected application of recently 
adopted regulations; future earnings and the Company continuing to have a solid or adequate 
financial position that can support or justify such commitments, including allowing the Company 
to make the significant investments in research and development required to develop new electric 
products of high-quality that are competitive, cost efficient and meet customer demands in 
terms of range and performance; cost and availability of, and inflationary pressure on, specialised 
labour, equipment and sustainable raw materials; the Company and the industry’s ability to 
develop, access or implement some or all of the technology and infrastructure necessary to 
efficiently and effectively achieve its CSR commitments; the ability of the Company to develop 
and maintain indicators to effectively monitor and report its advancements; and assumptions 
that the achievement of its CSR commitments will produce the expected results or meet increasing 
stakeholder CSR expectations. 
Although the Company believes that the assumptions reflected in the forward-looking statements 
contained in this Annual and Corporate Social Responsibility Report are reasonable as of the 
date of this Annual and Corporate Social Responsibility Report, the Company cautions that 
its assumptions may not materialize and that the currently challenging macroeconomic and 
geopolitical environment in which it evolves may render such assumptions, although believed 
reasonable at the time they were made, subject to greater uncertainty. Moreover, forward-looking 
statements contained in this Annual and Corporate Social Responsibility Report for periods 
beyond 2024 involve longer-term assumptions and estimates and are consequently subject to 
greater uncertainty.
NON-IFRS MEASURES
The Company’s financial statements, available under the Company’s profiles on SEDAR+ at 
www.sedarplus.ca and on EDGAR at www.sec.gov, have been prepared in accordance with 
International Financial Reporting Standards (“IFRS”). 
This Annual and Corporate Social Responsibility Report makes reference to certain non-IFRS 
financial measures. These measures are not recognized measures under IFRS, do not have a 
standardized meaning prescribed by IFRS and are therefore unlikely to be comparable to similar 
measures presented by other companies. Rather, these measures are provided as additional 
information to complement IFRS measures by providing further understanding of the Company’s 
results of operations from management’s perspective. Accordingly, they should not be considered 
in isolation nor as a substitute for analysis of the Company’s financial information reported 
under IFRS. 
The Company believes non-IFRS measures are important supplemental measures of financial 
performance because they eliminate items that have less bearing on the Company’s financial 
performance and thus highlight trends in its core business that may not otherwise be apparent 
when relying solely on IFRS measures. The Company also believes that securities analysts, 
investors and other interested parties frequently use non-IFRS measures in the evaluation of 
companies, many of which present similar metrics when reporting their results. Management 
also uses non-IFRS measures in order to facilitate financial performance comparisons from 
period to period, prepare annual operating budgets, assess the Company’s ability to meet its 
future debt service, capital expenditure and working capital requirements and also as a component 
in the determination of the short-term incentive compensation for the Company’s employees. 
Because other companies may calculate these non-IFRS measures differently than the Company 
does, these metrics are not comparable to similarly titled measures reported by other companies. 
“Normalized EBITDA” is defined as net income before financing costs, financing income, income 
tax expense (recovery), depreciation expense and normalized elements as described in the 2024 
MD&A (as defined above), such as restructuring and wind-down costs, non-recurring gain or 
loss and acquisition-related costs. “Normalized net income” is defined as net income before 
normalized elements as described in the 2024 MD&A, such as foreign exchange gain on long-term 
debt and lease liabilities and transaction costs, and adjusted to reflect the tax effect on these 
elements. The Company refers the reader to the “Non-IFRS Measures” and “Selected Consolidated 
Financial Information” sections of the Company’s 2024 MD&A, which are incorporated by 
reference herein, for definitions and reconciliations of Normalized EBITDA and Normalized net 
income presented by the Company to the most directly comparable IFRS measure. The Company’s 
2024 MD&A is available under the Company’s profiles on SEDAR+ at www.sedarplus.ca and 
on EDGAR at www.sec.gov.


C O R P O R AT E 
H E A D Q U A R T E R S
726 Saint-Joseph Street 
Valcourt, Quebec  J0E 2L0 
Canada
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