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Analyst and Investor Day Valcourt, Québec | October 09, 2025 ANALYST & INVESTOR DAY 2025 OCTOBER 08-09 VALCOURT | CANADA
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 2 Forward-Looking Statements Caution concerning forward-looking statements Certain statements in this presentation, including, but not limited to, statements relating to the Company's Fiscal Year 2026 Guidance and related assumptions (including without limitation Revenues, Normalized EBITDA, Normalized Earnings per Share – Diluted, Net Income, Depreciation Expenses Adjusted, Net Financing Costs Adjusted, Effective Tax Rates, Weighted Average Number of Shares – Diluted and Capital Expenditures), statements relating to the declaration and payment of dividends, statements about the Company’s current and future plans, prospects, expectations, anticipations, estimates and intentions, results, levels of activity, continued or sustained growth, including growth in production and growth in its consumer base, performance, including performance relative to the industry, objectives, targets, goals or achievements, priorities and strategies, including its continued focus on tight network inventory management, product mix, production and pricing efficiencies, sustained promotional efforts and proactive production management to maintain dealer value proposition, financial position, including its approach to foreign exchange fluctuations, the Company’s M28 strategic framework and related objectives, targets, estimates and intentions, the Company’s longer-term ambitions, projections, estimates and objectives, including the FY28 targets for Revenues, Normalized Earnings per Share – Diluted and market share, the Company’s rollout of new product introductions (including projected design, characteristics, capacity or performance and expected market-entry timing), market position, including expected or targeted market share and market share volatility notably in light of fluctuating inventory levels from other OEMs, capabilities, competitive strengths, beliefs, the prospects and trends of the industries in which the Company operates, including softer industry demand trends and sustained promotional intensity and pricing actions, the expected demand for products and services in the markets in which the Company competes, the ongoing commitment to invest in research and product development activities and push the boundaries of innovation, including the expectation of regular flow of new product introductions and development of market-shaping products, the projected design, characteristics, capacity or performance of future products and their expected scheduled entry to market, expected financial requirements and the availability of capital resources and liquidity, the Company’s ability to complete its process for the sale of its Marine businesses as expected and to manage and mitigate the risks associated therewith, including the ability to separate the Marine businesses within the anticipated time periods, at expected cost levels and expected proceeds, the impact of the sale of the Marine businesses, including its ability to double down on Powersports and capitalize on market opportunities, and 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 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, as further described below. Many material risks, uncertainties and factors could cause the Company’s actual results, level of activity, performance or achievements or future events or developments to differ materially from those expressed or implied by the forward- looking statements, including, without limitation, those discussed in greater detail under the heading “Risk Factors” of the Company’s management’s discussion and analysis for Fiscal 2025 (“the 2025 MD&A”) for the fiscal year ended on January 31, 2025 and in other continuous disclosure materials filed from time to time with Canadian securities regulatory authorities and the Securities and Exchange Commission. Unless otherwise stated, the forward-looking statements contained in this presentation are made as of the date of this presentation and the Company has no intention and undertakes no obligation to update or revise any forward-looking statements 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 presentation, 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 forward-looking statements contained in this presentation are expressly qualified by this cautionary statement. Key assumptions The Company made a number of economic, market and operational assumptions in preparing and making certain forward-looking statements contained in this presentation, including without limitation the following assumptions: stable industry trends and macroeconomic environment; expected market share volatility; main currencies in which the Company operates will remain at near current levels; levels of inflation, which are expected to continue to ease; there will be no significant changes in tax laws or treaties applicable to the Company; the supply base will remain able to support product development and planned production rates on commercially acceptable terms in a timely manner; the absence of unusually adverse weather conditions, especially in peak seasons. BRP 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. Specifically, these assumptions do not incorporate the imposition of wide-ranging U.S. tariffs on all imports from Canada and Mexico and potential retaliatory tariffs. Given the fast-evolving situation and the high degree of uncertainty around the duration of a potential trade war, it is difficult to predict how the effects would flow through the economy. New tariffs could significantly affect the outlooks for economic growth, consumer spending, inflation and the Canadian dollar. All amounts in this presentation are expressed in Canadian dollars, unless otherwise indicated.
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 Presentation Agenda 3 PRESENTERS TOPICS JOSÉ BOISJOLI PRESIDENT AND CHIEF EXECUTIVE OFFICER STRATEGIC OVERVIEW AND M28 INTRODUCTION BREAK SÉBASTIEN MARTEL CHIEF FINANCIAL OFFICER JOSÉ BOISJOLI PRESIDENT AND CHIEF EXECUTIVE OFFICER SANDY SCULLION PRESIDENT – POWERSPORTS GROUP DAVID BAKER VICE-PRESIDENT AND GENERAL MANAGER – NORTH AMERICA STEVE PELLETIER VICE-PRESIDENT AND GENERAL MANAGER – INTERNATIONAL THOMAS UHR CHIEF TECHNOLOGY OFFICER PATRICK DUSSAULT EXECUTIVE VICE-PRESIDENT – GLOBAL MANUFACTURING OPERATIONS JOSÉE PERREAULT CHIEF MARKETING OFFICER FINANCIAL PLAN CLOSING REMARKS AND GENERAL Q&A UPSHIFT THE DEALER AND CUSTOMER EXPERIENCE FULL THROTTLE TO #1 IN ORV GEAR UP INTERNATIONAL DRIVE VALUE THROUGH SPEED AND EFFICIENCY CUSTOMER INSIGHTS AND WINNING IN ORV ANALYST & INVESTOR DAY 2025 VALCOURT , QUÉBEC OCTOBER 8-9
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JOSÉ BOISJOLI PRESIDENT AND CHIEF EXECUTIVE OFFICER STRATEGIC OVERVIEW AND M28 INTRODUCTION
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 BRP: A global leader in the Powersports industry 5 Solid foundations to continue to grow and outpace our industry PROVEN MANAGEMENT TEAM Averaging over 22 years with the company DIVERSIFIED PRODUCT PORTFOLIO 3 product categories | 5 iconic brands | 7 product lines ESTABLISHED GLOBAL DISTRIBUTION NETWORK Over 2,700+ dealers in 130+ countries GLOBAL AND MODERN MANUFACTURING FOOTPRINT 11 facilities in 7 countries | ~16,500 employees worldwide INDUSTRY LEADER IN INNOVATION Invested over 5% of revenues in research and development in FY25 SIGNIFICANT SCALE[1][2] PORTFOLIO OF GLOBALLY RECOGNIZED BRANDS BUILT ON SOLID FOUNDATIONS +36% vs. FY20 +32% vs. FY20 NORMALIZED EBITDA $1.1B REVENUES $8.2B [1]Based on the mid-point of FY26 Guidance as at August 29, 2025 [2]For a reconciliation of net income to Normalized Net Income, Normalized EBITDA and Normalized Earnings per Share – Diluted, see the reconciliation table in Appendix
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A LOOK BACK AT M25
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 7 BRP 2.0 In 2019, we introduced our “M25” framework As presented in October 2019 GROWTH EMPLOYEE X CUSTOMER X LEAN PILLARS DEFINITION SETTING THE COURSE FOR We aimed to deliver annual growth of 10% for revenues and 15% for Normalized EPS to respectively reach $9.5B and $7.50 by FY25 Build on Can-Am momentum Make waves in Marine Exceed customer expectations Fuel the BRP heartbeat Perform to win Pursue something bigger Grow Can-Am to $5B in revenues Double Marine Revenues to $1B+ Increase our Net Promoter Score and improve our Customer Lifetime Value Shape a culture that moves our people and delivers outstanding results Achieve $300M of Lean Value Sustain BRP’s growth beyond 2025 PRIORITIES AND GOALS FOR FY25
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 8 BRP 2.0 DEFINITION SETTING THE COURSE FOR As we had already reached our objectives, we updated our targets in 2022… As presented in June 2022 GROWTH EMPLOYEE X CUSTOMER X PILLARS LEAN We updated our objectives, and aimed to deliver over $12B in revenues and over $13.50 of Normalized EPS in FY25 Build on Can-Am momentum Make waves in Marine Exceed customer expectations Fuel the BRP heartbeat Perform to win Pursue something bigger Grow Can-Am to $7B in revenues Double Marine Revenues to $1B+ Increase our Net Promoter Score and improve our Customer Lifetime Value Shape a culture that moves our people and delivers outstanding results Achieve $400M of Lean Value Sustain BRP’s growth beyond 2025 PRIORITIES AND GOALS FOR FY25
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 9 “M25” was marked by multiple important disruptions Demonstrated resilience and agility as we operated in a challenging environment A cyberattack that forced us to temporarily suspend our operations and reprioritize projects Important inflation followed by the steepest rate hiking cycle in decades, pressuring our dealers and consumers A volatile geopolitical landscape, impacting some of our markets around the world Covid and its aftermath, driving volatility in the demand for Powersports products 0% 1% 2% 3% 4% 5% 6% 0 10 20 30 40 2022 - 2023 1988 1994 2004 2015 1999 CHANGES IN THE FEDERAL FUNDS TARGET RATE Percentage Points Increase in the Federal Funds Target Rate Months since the first increase POWERSPORTS INDUSTRY EVOLUTION Units FY16 FY26 Q2 LTM
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 10 This challenging environment impacted our industry SUPPLY CHAIN ISSUES IMPACTING SUPPLY INDUSTRY STABILIZATION MACROECONOMIC PRESSURE IMPACTING THE INDUSTRY NORTH AMERICAN POWERSPORTS INDUSTRY Rolling twelve months, Units Our industry has been performing below expectations since late FY24 FY26FY25FY18 FY19 FY20 FY21 FY22 FY23 FY24FY17FY16 COVID DEMAND SURGE
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 In this context, we led the industry and proactively right-sized our network inventory 11 Took action to protect the value of our brands and the profitability of our dealers FY24 Q4 FY25 Q1 FY25 Q2 FY25 Q3 FY25 Q4 FY26 Q1 FY26 Q2 DEALER INVENTORY EVOLUTION SINCE FY24 North America Powersports, Units DEALER INVENTORY AND RETAIL EVOLUTION VS PRE-COVID FY26 Q2 vs FY20 Q2, North America Powersports, Units, LTM Retail -31% NETWORK INVENTORY REDUCTION CYCLE NETWORK INVENTORY AND RETAIL COMPARISON Proactively took action as the industry slowed down, allowing us to rapidly right-size our network inventory Operating with leaner network inventory levels compared to pre-covid, especially for ORV +2% +19% Network Inventory Retail -5% +50% Network Inventory Retail TOTAL POWERPSORTS ORV
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 Our financial performance of recent years reflects these decisions 12 We did what was best for the business, even if it impacted our financial results in the short term 6.1 6.0 7.6 10.0 10.4 7.9 8.15 to 8.30 FY20 FY21 FY22 FY23 FY24 FY25 FY26 REVENUES $CA Billions GUIDANCE[2][3] $3.83 $5.39 $9.92 $12.05 $11.11 $4.86 $4.25 to $4.75 FY20 FY21 FY22 FY23 FY24 FY25 FY26 NORMALIZED EPS – DILUTED[1] $CA GUIDANCE[2][3] [1]For a reconciliation of net income to Normalized Net Income, Normalized EBITDA and Normalized Earnings per Share – Diluted, see the reconciliation table in Appendix [2]Reflect continuing operations only, find more details in Appendix [3]Guidance as at August 29, 2025 [2] [2]
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DESPITE THIS CHALLENGING ENVIRONMENT, WE CONTINUED TO POSITION OUR BUSINESS FOR SUCCESS
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 We have refocused on our core Powersports business 14 ▪ Exit Marine ▪ Reduce investments in electrification ▪ Pause urban mobility programs Key Decisions ▪ Focus resources on higher return opportunities in Powersports ▪ Improve financial profile and capabilities Key Benefits Short to Mid-Term: Refocused all the organization on one objective - Winning in Powersports!
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 15 Capacity to rapidly and efficiently ramp-up production to meet demand with limited investments required Our factories have been modernized, with sufficient capacity to support our growth
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 We bolstered our capabilities by insourcing key activities 16 Unlocked key competencies and cost advantages BRP MEGATECH Electronic and mechatronic products ROTAX TAIWAN R&D Services ROTAX VIENNA R&D Services BRP VIETNAM (Joint Venture) Manufacturing Operations Start of Production Planned for FY27 Q4
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 We further strengthened our industry-leading product portfolio 17 Further extended our leadership position in the industry CURRENT MARKET POSITION MARKET SHARE GAIN SINCE M25 INTRODUCTION FY20 TO FY25 MARKET SHARE GAIN SINCE M25 UPDATE FY22 TO FY25 SIDE-BY-SIDE VEHICLES ALL-TERRAIN VEHICLES THREE-WHEEL VEHICLES PERSONAL WATERCRAFTS SNOWMOBILES TOTAL POWERSPORTS #2 #3 #1 #1 #1 #1 ▲11pp ▲4pp ▲1pp ▲2pp ▲9pp ▲6pp ▲9pp ▲3pp ▼3pp ▼5pp ▲1pp ▲4pp NORTH AMERICAN POWERSPORTS INDUSTRY PONTOONS #2 NOT AVAILABLE [1]North America: Pontoons of 21ft and less [1]
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 Supported our dealers during challenging times, reinforcing our position as the OEM of choice in the industry 18 Significantly improved dealer sentiment in recent quarters MAINTAINED OUR LEADERSHIP IN TERMS OF UNITS PER DEALER DESPITE SIGNIFICANTLY REDUCING OUR NETWORK INVENTORY FY19 FY20 FY21 FY22 FY23 FY24 FY25 #4 [1]Includes SSV, ATV, 3WV, Snowmobiles, PWC, Sea-Doo Switch Pontoons and Motorcycles AVERAGE UNITS PER DEALER North American Powersports average units per dealer [1], Based on last-twelve-month retail #1
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 Sustained our product innovation leadership 19 Continuously improved our line-up in recent years all the while sustaining investments for the future [1]Reflect continuing operations only, find more details in Appendix CONTINUED INVESTING IN R&D THROUGH THE CYCLE, BUILDING UP A SOLID PIPELINE OF FUTURE PRODUCT INTRODUCTIONS R&D INVESTMENTS $CA Millions $238M $242M $290M $368M $402M $391M $405M FY20 FY21 FY22 FY23 FY24 FY25 FY26 Q2 LTM [1] [1] [1]
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WE SET SOLID FOUNDATIONS TO BUILD ON AS WE ENTER OUR NEXT WAVE OF GROWTH
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 21 TO CREATE THE UNBEATABLE EXPERIENCE OF MOVING YOU IN EVERY WAY
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 22 CAPTURE OUR FULL POWERSPORTS POTENTIAL
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 23 OUR PILLARS EMPLOYEE XGROWTH CUSTOMER X LEAN & AGILITY
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 FULL THROTTLE TO #1 IN ORV GEAR UP INTERNATIONAL UPSHIFT THE DEALER AND CUSTOMER EXPERIENCE FUEL THE BRP HEARTBEAT DRIVE VALUE THROUGH SPEED AND EFFICIENCY BOOST DEFENSE AND SPECIALIZED VEHICLES REV UP OUR PRODUCT COMPETITIVE EDGE 24 CAPTURE OUR FULL POWERSPORTS POTENTIAL FY28 TARGET: REVENUES: ~$9.5B NORMALIZED EPS[1]: ~$8.00 [1]For a reconciliation of net income to Normalized Net Income, Normalized EBITDA and Normalized Earnings per Share – Diluted, see the reconciliation table in Appendix Note: M28 Financial Target assumes a stable economic and tariff environment
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 M28 Objective: Deliver ~$9.5B in revenues and ~$8.00 of Normalized EPS[1] 25 Positioned to deliver solid Normalized EPS[1] growth over the next two years REVENUES $CA Billions NORMALIZED EPS – DILUTED[1] $CA [1]For a reconciliation of net income to Normalized Net Income, Normalized EBITDA and Normalized Earnings per Share – Diluted, see the reconciliation table in Appendix [2]Reflect continuing operations only, find more details in Appendix [3]Guidance as at August 29, 2025 [4]CAGR based on the mid-point of FY26 Guidance Note: M28 Financial Target assumes a stable economic and tariff environment $7.9B $8.15B to $8.30B ~$9.5B FY25 FY26 FY28 GUIDANCE[2][3] OBJECTIVE FY26-28 CAGR[4] +7% $4.86 $4.25 to $4.75 ~$8.00 FY25 FY26 FY28 GUIDANCE[2][3] OBJECTIVE FY26-28 CAGR[4] +33% [2] [2]
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 Key M28 strategic initiatives not covered in today’s presentation 26 CONTEXT CONTEXT CONTEXT STRATEGIC INITIATIVES STRATEGIC INITIATIVES STRATEGIC INITIATIVES BOOST DEFENSE AND SPECIALIZED VEHICLESFUEL THE BRP HEARTBEAT REV UP OUR PRODUCT COMPETITIVE EDGE
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CUSTOMER INSIGHTS AND WINNING IN ORV JOSÉE PERREAULT CHIEF MARKETING OFFICER
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IN RECENT YEARS, OUR FOCUS HAS BEEN ON GROWING OUR CUSTOMER BASE IN MANY WAYS…
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2M RIDERS WITH UNCHARTED SOCIETY MULTIPLE NEW PRODUCT INTRODUCTIONS DIRECT-TO-CONSUMER PLATFORM LAUNCH
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THERE ARE 70M POWERSPORTS ENTHUSIASTS IN THE WORLD
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 31 Every year, we welcome about 230k new customers to the BRP family Over the last four years, close to 1M unique customers purchased a BRP vehicle globally 0 250,000 500,000 750,000 1,000,000 2021 2022 2023 2024 CUMULATIVE NEW CUSTOMERS TO BRP SINCE 2021
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WE HAVE EFFECTIVELY BUILT A FAN BASE
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WE ARE LEADING THE WAY IN FOLLOWERSHIP AND ENGAGEMENT GROWTH BRP followers* * + 7.9M
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 34 Significantly increased the number of followers to our different brands since 2021 Since 2021, we have gained almost 1M followers globally CUMULATIVE NUMBER OF NEW FOLLOWERS SINCE 2021 0 250,000 500,000 750,000 1,000,000 2021 2022 2023 2024
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 35 Our brands are leading in engagement online AVERAGE # OF INTERACTIONS ON ANY POST PUBLISHED DURING THE PERIOD, FROM FEB 1, 2024 TO JUL 30, 2025 CROSS-CHANNEL ENGAGEMENT TOTAL/POST Driving more interest than any of our competitors 2.7K 3.2K 1.9K COMPETITION CAN-AM OFF-ROAD INDUSTRY AVERAGESEA-DOO 353
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MEET THE RIDERS WHO POWER OUR BRANDS
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 37 Leading to a well-balanced customer mix NEW ENTRANTS REPURCHASERS CONQUESTING 21% 32% 47%
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 38 New entrants are back to pre-covid levels 0% 5% 10% 15% 20% 25% 30% FY20 FY21 FY22 FY23 FY24 FY25 FYTD26 PERCENTAGE OF OUR RETAIL SALES THAT ARE NEW ENTRANTS Momentum with new entrants has slowed primarily due to macroeconomic factors impacting consumers’ ability to finance vehicles. This trend is most noticeable on entry-level models such as the Can- Am Ryker and theSea-Doo Spark.
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 39 However, we are doing well at conquesting and repurchasers CONQUESTING REPURCHASERS +61% +10% FY20 FY25
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 40 Our customer base is settling post-covid towards a more stable and high-income profile 13% 77% 9% Single Married / Partnership Widowed / Separated FY21 FY22 FY23 FY24 FY25 FY26 YTD No change since FY21 Avg age: 52 +3 yrs since FY21 +8pp retired vs FY21 RETIRED 24% EMPLOYED 76% -3pp women vs FY21 MALE 92% FEMALE 8% +7pp rural vs FY21 URBAN 44% RURAL 56% AGE OCCUPATION HOUSEHOLD COMPOSITION HOUSEHOLD INCOME (US ONLY) GENDER LOCATION <35 35-44 45-54 55-64 ≤65 11% 16% 26% 27% 19% 131K 159K 171K 162K171K 177K Average, $US Thousands
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 41 Our customers are twice as wealthy as the average American and this trend is on the rise HIGHER INCOME HOUSEHOLDS ARE ACCOUNTING FOR A GREATER PROPORTION OF OUR CUSTOMER BASE CONSEQUENTLY, OUR CUSTOMERS ARE LESS CONCERNED ABOUT THE UNCERTAIN ECONOMIC ENVIRONMENT 14% 16% 17% 17% 16% 18% 23% 20% 22% 24% 29% 28% 56% 57% 55% 53% 50% 49% 7% 7% 6% 7% 5% 5% FY21 FY22 FY23 FY24 FY25 YTD FY26 $250,000 or more $150,000 - $249,999 $50,000 - $149,999 Less than $50,000 US Household Income: Median US$84k | Average US$114k 0 10 20 30 40 50 60 70 Concerns about the economy Concerns about their personal finances BRP CUSTOMERS HOUSEHOLD INCOME BREAKDOWN Based on Internal Surveys, US$ BRP CUSTOMERS PERCEPTION OF THE ECONOMY Based on Internal Surveys FY23 Q2 FY26 Q2
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WINNING WITH ORV
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 43 In our fastest growing segment, we are making progress at bridging the brand awareness gap Leader Can-Am 50% 60% 70% 80% 90% 100% ORV BRAND AWARENESS SINCE OCTOBER 2024 OCT NOV DEC JAN MAYMAR APR JUN JULFEB AUG
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 44 Most ORV customers are coming from competitive brands – a trend that has held steady through time 1 in 2 ORV customers used to own a competitor brand REPURCHASERS & NEW ENTRANTS CONQUESTING 53%47%
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 45 We are also making gains in the SSV space, now rivaling main competitors’ NPS 20 40 60 80 CAN-AM COMPETITOR A COMPETITOR B COMPETITOR C COMPETITOR D NET PROMOTER SCORE SSV CUSTOMERS MY23-25
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 46 Coming from a strong performance reputation, we are known for quality and power, less for utility Quality Powerful Farming / Ranching Utility Despite being less perceived as a utility brand, our proportion of Can-Am Defender SSV sales is in line with industry weight CAN-AM ORV CONSUMER PERCEPTION AND CONSIDERATION MATRIX ORV STRENGTH TO IMPROVE
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 47 Our brand association with the utility sector is improving, but we still have runway ahead of us % AGREEING WITH: "CAN-AM IS GREAT FOR FARMING / RANCHING" 10% 20% 30% 40% 50% 2024 2025 29% 42% Utility SSV is the largest segment in the industry, improving this perception could unlock significant opportunities for Can-Am ORV
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 48 Almost 1 out of 3 of our ORV customers are repurchasers – a ratio that has been growing since covid FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 FY26 +34% 22% Ski-Doo customers also own a Can-Am vehicle Cross-brand sales are a lucrative terrain for ORV CONTRIBUTIONS OF REPEAT PURCHASERS ON TOTAL ORV CUSTOMERS, H1 ONLY ORV
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 49 Thanks to BRP’s multi-brand offering, we have a unique opportunity to leverage our product portfolio with our existing customers FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 FY26 +29% BRP % OF CUSTOMERS OWNING MULTIPLE BRANDS WITHIN BRP PORTFOLIO
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 50 And we are ready to activate our fanbase across the world 150+ GLOBAL COMMUNITY OF AMBASSADORS MORE THAN 300 EVENTS GLOBALLY WEBSITE TRAFFIC +28% IN FY26NEW CAN-AM PLATFORM
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POWERSPORTS OPPORTUNITIES SANDY SCULLION PRESIDENT – POWERSPORTS GROUP DAVID BAKER VICE-PRESIDENT AND GENERAL MANAGER – NORTH AMERICA STEVE PELLETIER VICE-PRESIDENT AND GENERAL MANAGER – INTERNATIONAL
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 52 A Global Leader in the Powersports Industry International North America BRP FY25 GLOBAL RETAIL MIX Global Scale FY25 ▪ 130+ countries ▪ 2,700+ dealers worldwide ▪ 350,000+ units retailed
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 53 Gained over 11pp of market share in North America since FY16 Delivered solid market share gains despite the volatile environment Covid Pandemic NORTH AMERICAN POWERSPORTS INDUSTRY AND BRP WHOLESALES DYNAMIC Units FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 FY26 FY27 FY28 Strong demand and supply constraints leading to network inventory depletion Network inventory replenishment Industry slowdown and network inventory right-sizing Wholesales = Retail Except for Snowmobiles PROJECTIONS
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 Covid Pandemic 54 Our International business experienced a similar dynamic in recent years BRP INTERNATIONAL WHOLESALES Units Diversified global growth platform Strong demand and supply constraints leading to network inventory depletion Network inventory replenishment Industry slowdown and network inventory right-sizing Wholesales = Retail PROJECTIONS Exit from Russia FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 FY26 FY27 FY28
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 55 Strengthened our partnership with our dealers Proactively took action over the last 15 months to reinforce collaboration with our dealers and support their growth Boosted Dealer Economics through inventory reduction and flooring support Delivered key initiatives to improve ease of doing business with BRP Invested in key resources to provide additional support to dealers
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 56 From recovery to growth: BRP is at an inflection point Scalable platform for sustainable growth Robust product portfolio that drives consumer demand Optimized dealer inventory levels Strengthened dealer sentiment
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 FULL THROTTLE TO #1 IN ORV GEAR UP INTERNATIONAL UPSHIFT THE DEALER AND CUSTOMER EXPERIENCE FUEL THE BRP HEARTBEAT DRIVE VALUE THROUGH SPEED AND EFFICIENCY BOOST DEFENSE AND SPECIALIZED VEHICLES REV UP OUR PRODUCT COMPETITIVE EDGE 57 CAPTURE OUR FULL POWERSPORTS POTENTIAL FY28 TARGET: REVENUES: ~$9.5B NORMALIZED EPS[1]: ~$8.00 [1]For a reconciliation of net income to Normalized Net Income, Normalized EBITDA and Normalized Earnings per Share – Diluted, see the reconciliation table in Appendix Note: M28 Financial Target assumes a stable economic and tariff environment
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 58 FY28 TARGET: BE THE UNDENIABLE OEM OF CHOICE FOR DEALERS INCREASE CUSTOMER NPS BY 20%+ STRATEGIC INITIATIVES UPSHIFT THE DEALER AND CUSTOMER EXPERIENCE
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 59 Dealer experience, our competitive edge COUNTED IN MONTHS COUNTED IN YEARS POST-ORDER LATENT DISCOVERY AWARENESS RESEARCH DECISION PURCHASE POST-ORDER DELIVERY & FIRST RIDE ENJOYMENT SERVICING TRADE & REPURCHASE Purchasing Experience Ownership Experience With more than 80% of customer interactions happening at the dealer level, elevating CX is a major growth lever
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 60 Unlocking growth through dealer success ELEVATE BRAND AND FRANCHISE VALUE HIGH PERFORMING AND COMMITTED NETWORK BE THE MOST ATTRACTIVE OEM FOR DEALERS PROVIDE LEADING PREMIUM CUSTOMER EXPERIENCE DEALER VALUE PROPOSITION Be the undeniable OEM of choice for dealers
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 61 Relentlessly focused on enhancing our customers’ experience with a premium experience POWERSPORTS INDUSTRY CUSTOMER EXPERIENCE STANDARDS ARE NOT ON PAR WITH OTHER INDUSTRIES KEY DRIVERS TO IMPROVE OWNERSHIP EXPERIENCE, INCLUDING RAISING SERVICE EXCELLENCE AND AFTERSALES OPERATIONS PREMIUM PRODUCTS PREMIUM EXPERIENCE POWERSPORTS INDUSTRY Service Support Responsiveness Ease of doing business Service profitability at dealership Historically, promoters tend to repurchase at a faster rate and stay with us for a longer period, increasing our Customer Lifetime Value UNOCCUPIED WHITE SPACE: PREMIUM EXPERIENCE IN POWERSPORTS
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FULL THROTTLE TO #1 IN ORV DAVID BAKER VICE-PRESIDENT AND GENERAL MANAGER – NORTH AMERICA
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 63 Can-Am has delivered the strongest retail growth in the North American ORV industry since FY19 Can-Am Retail up over 60% over the last 6 years NORTH AMERICAN ORV INDUSTRY EVOLUTION Units FY19 FY20 FY21 FY22 FY23 FY24 FY25 +80% +60% +40% +20% 0% (20%) (40%)
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 64 Can-Am has delivered the strongest retail growth in the North American ORV industry since FY19 Significantly outpaced the other OEMs NORTH AMERICAN ORV INDUSTRY EVOLUTION Units FY19 FY20 FY21 FY22 FY23 FY24 FY25 +80% +60% +40% +20% 0% (20%) (40%) AVERAGE OF KEY COMPETITORS 70% GAP
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 65 Can-Am ORV nearly tripled its North American retail volume over the last 10 years Delivered double digit % annual retail growth on average over the last 10 years NORTH AMERICAN CAN-AM ORV RETAIL Units FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 #2 Industry Position FY16-25 CAGR +12% #3 Industry Position Can-Am ORV Retail Volume Can-Am ORV Market Share <10% >25%
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 66 Can-Am ORV nearly tripled its North American retail volume over the last 10 years Solid progress towards our objective of becoming the #1 player in the ORV industry NORTH AMERICAN CAN-AM ORV RETAIL Units Can-Am ORV Retail Volume Can-Am ORV Market Share Between FY20 and FY25, Can-Am has closed the gap with the #1 position by 46% FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 <10% >25%
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 67 The expansion of our line-up has been a key driver of our success Introduced game-changing products across the different segments of the ORV industry NORTH AMERICAN CAN-AM ORV RETAIL Units FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 Can-Am ORV Retail Volume Can-Am ORV Market Share <10% >25% Maverick R G3 Outlander 500 / 700 & Outlander PRO HD5 / HD7 Defender G2 refresh Outlander 570 Maverick Sport G2+ Maverick X3 Maverick Trail Defender Refresh Commander New platform G3 Outlander 850 / 1000R Maverick R MaxMaverick X3 DS Turbo Defender MAX Lone Star CAB
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 68 Meanwhile, we achieved this growth with limited addition of dealers We now have white spaces to fill in our dealer network given our stronger market share position ORV NORTH AMERICAN DEALER NETWORK EVOLUTION Dealer count Initial phase of dealer network expansion IPO FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 GAINED ~10PP OF MARKET SHARE IN ORV SINCE FY19 WITH LIMITED ADDITION OF DEALERS
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WE ARE READY FOR OUR NEXT WAVE OF GROWTH, TO REACH THE #1 POSITION IN THE ORV INDUSTRY
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 Why is ORV our most attractive opportunity? 70 We have the capabilities and resources to reach the #1 position in ORV >25% Market share >50% Market share ORV IS ~3X THE SIZE OF THE OTHER INDUSTRIES IN WHICH WE COMPETE, BOTH IN TERMS OF UNITS AND VALUE
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 FULL THROTTLE TO #1 IN ORV FY28 TARGET: RETURN TO 30%+ MARKET SHARE IN SSV AND REACH 25%+ MARKET SHARE IN ATV 71 STRATEGIC INITIATIVES
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 72 Dealer Network Expansion Dealer addition focusing on regions underserved by Can-Am ORV UNITED STATES DEALER NETWORK EXPANSION TARGET Dealer count +30 +40 +30 FY25 FY26 FY27 FY28 TARGETING TO GROW OUR NORTH AMERICAN ORV NETWORK BY ~100 DEALERS BY THE END OF FY28
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 73 Improving our industry coverage while limiting dealer oversaturation Thoughtfully managing our network expansion to protect our dealers’ profitability INDUSTRY COVERAGE DEALER COUNT Competitor #1 Competitor #2 Competitor #3 Competitor #4 Adding ~100 dealers is expected to bring our industry coverage in line with industry leaders Competitor #1 Competitor #2 Competitor #3 Competitor #4 Still expecting to maintain a lower dealer count than competition, limiting dealer oversaturation % of the industry covered by dealers within its market, United States United States
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 74 We have successfully deployed our growth play initiatives in multiple regions over the years We have a proven recipe that drives tangible results INITIAL GROWTH PLAY: TEXAS WE HAVE SINCE LAUNCHED TWO OTHER PHASES OF GROWTH PLAYS FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 Texas went from being a laggard in terms of market share to a leader since we implemented our Growth Play strategy Can-Am ORV Market Share in Texas Can-Am ORV Market Share in the rest of the United States Our ORV market share is 9pp higher in Texas vs the rest of the U.S. +5pp ORV Market Share gain outperformance over the rest of the U.S. PHASE 1 2022 +7pp ORV Market Share gain outperformance over the rest of the U.S. PHASE 2 2023
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 75 We are expanding this strategy to underperforming key markets Substantial opportunity for growth by addressing underperforming markets with our “Growth Play” strategy ORV industry ~50% larger in underperforming markets ~25pp market share gap Underperforming markets (BOTTOM 20%) Average performing markets (MIDDLE 60%) Best performing markets (TOP 20%) Underperforming markets (BOTTOM 20%) Average performing markets (MIDDLE 60%) Best performing markets (TOP 20%) CAN-AM ORV FY25 MARKET SHARE BY MARKET PERFORMANCE <20% NORTH AMERICAN AVERAGE >40% FY25 ORV INDUSTRY SIZE BY MARKET PERFORMANCE
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 76 Focus on improving underperforming categories Important volume opportunity for Can-Am in underperforming and average performing segments DEALER COUNTSSV Underperforming Segments Average Performing Segments Best Performing Segments North American SSV Industry Can-Am Retail Rest of the Industry M28 Target: 30%+ Market Share ATV Underperforming Segments Average Performing Segments Best Performing Segments North American ATV Industry Can-Am Retail Rest of the Industry M28 Target: 25%+ Market Share
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OUTLANDER EVMAVERICK R XRC MAVERICK X3 X OUTLANDER BACKCOUNTRYDEFENDER HD11 OUTLANDER 6X6
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 78 Implementing commercial strategies to be more competitive in certain segments Optimized MY26 pricing to unlock volume opportunities -$2,000 -$2,900 -$800 -$1,000 REC SPORT Mid-HP REC UTEREC-SPORT Sport & Trail UTE REC Mid-HP -$2,500 UTE REC Mid-HP CAB Most affordable full-size CAB of the industry $19,999 $14,999 $17,199 $14,299 $20,999
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 Full Throttle to #1 in ORV: A three-pillar approach 79 FY28 OBJECTIVE THREE-PILLAR APPROACH Setting solid foundations to rapidly grow our market share by FY28 and sustain our momentum beyond to reach the #1 position in the ORV industry RETURN TO MARKET SHARE OF >30% >30% FY25 FY28 SSV REACH MARKET SHARE OF >25% >25% FY25 FY28 ATV INCREASE DEALER COUNT TO IMPROVE NETWORK COVERAGE EXPAND GROWTH PLAYS TO ADDRESS UNDERPERFORMING MARKETS BOLSTER LINE-UP AND COMMERCIAL TACTICS TO IMPROVE UNDERPERFORMING CATEGORIES
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GEAR UP INTERNATIONAL STEVE PELLETIER VICE-PRESIDENT AND GENERAL MANAGER – INTERNATIONAL
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 81 Solid coverage in key markets outside North America International Distribution Network Overview DEALER DIRECT ▪ 19 Countries ▪ >740 Points of Sale DISTRIBUTORS ▪ >110 Countries ▪ >360 Points of Sale Our global distribution network is a key competitive advantage in the Powersports industry
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 82 Powersports International Business: A well diversified portfolio A business with multiple sustainable growth opportunities despite various headwinds SEASONAL PRODUCTS 42% YEAR-ROUND PRODUCTS 43% PA&A 15% STRONG REGIONAL DIVERSIFICATION WELL BALANCED ACROSS PRODUCT CATEGORIES $CA Billions FY25 Results, $CA Billions 1.5 1.5 1.9 2.2 2.2 2.0 FY20 FY21 FY22 FY23 FY24 FY25 EMEA Latin America Asia-Pacific Russia
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 83 We are well equipped to manage through the complexity of international markets The strength of our team and our organizational capabilities gives us an edge over the competition as we manage through the complexity of international markets MANY REGIONS REQUIRE THAT WE BUILD THE INDUSTRY FOR FUTURE GROWTH 2 HEMISPHERES WITH DIFFERENT SEASONALITY MULTIPLE REGULATORY AND GEOPOLITICAL ENVIRONMENTS MULTIPLE MARKET SPECIFIC PRODUCT REQUIREMENTS MAVERICK SPORT MAX T ABS
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 84 GEAR UP INTERNATIONAL FY28 TARGET: ACHIEVE $2.5B+ POWERSPORTS REVENUES IN OUR INTERNATIONAL REGION STRATEGIC INITIATIVES
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 85 EMEA Overview: Progressively rebounding after going through an economic slowdown Well positioned to benefit from market recovery in EMEA BRP RETAIL EVOLUTION FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 Units FY16-25 CAGR +4% CURRENT OVERVIEW ▪ EXPERIENCED DEALER NETWORK AND TEAM ▪ MARKET LEADER IN SEASONAL PRODUCTS ▪ COMPETING FOR MARKET SHARE GAINS IN A DYNAMIC ORV INDUSTRY SHORT-TERM FOCUS MARKET OPPORTUNITIES ▪ DEVELOP UNTAPPED ORV UTILITY POTENTIAL IN KEY MARKETS ▪ BUILD ON-ROAD BUSINESS WHILE MAINTAINING OUR SEASONAL MARKET POSITION ▪ INDUSTRIES POISED FOR REBOUND ▪ POTENTIAL TO FURTHER DEVELOP THE CUSTOMER EXPERIENCE ASPECT TO GAIN MARKET SHARE AND IMPROVE REPURCHASE RATE
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 86 Latin America Overview: Fast growing market Positioning the business to further accelerate our growth BRP RETAIL EVOLUTION FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 Units FY16-25 CAGR +13% CURRENT OVERVIEW ▪ DEVELOPED A SOLID NETWORK AND TEAM ACROSS MARKETS ▪ ORGANIZED EVENTS TO BUILD BRAND AWARENESS AND GET CLOSER TO CONSUMERS SHORT-TERM FOCUS MARKET OPPORTUNITIES ▪ FURTHER EXPAND OUR DEALER NETWORK ▪ DEPLOY REGIONAL INITIATIVES TO FURTHER ACCELERATE OUR GROWTH ▪ MEXICO: STRONG ORV MOMENTUM, BUT PWC INDUSTRY IS ONLY IN ITS INFANCY ▪ BRAZIL: ESTABLISHED PWC AND FURTHER POTENTIAL TO BUILD CAN-AM ORV
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 BRAZIL MEXICO 87 Latin America Overview: Improved dealership experience
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 88 Asia-Pacific Overview: Navigating through a challenging economic environment in Australia and New Zealand Solid fundamentals despite short-term economic pressure BRP RETAIL EVOLUTION FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 Units FY16-25 CAGR +6% SHORT-TERM FOCUS ▪ FURTHER DEVELOP THE ORV UTILITY POTENTIAL IN AUSTRALIA AND NEW ZEALAND ▪ PROTECT OUR MARKET POSITIONING IN SEASONAL PRODUCTS ▪ FURTHER DEVELOP ASIA POTENTIAL CURRENT OVERVIEW ▪ MARKET LEADER IN SEASONAL PRODUCTS AND STRONG POSITION IN ORV ▪ SOLID AND WELL ESTABLISHED DEALER NETWORK IN AUSTRALIA AND NEW ZEALAND ▪ PROGRESSIVELY DEVELOPING BUSINESS IN OTHER REGIONS OF ASIA MARKET OPPORTUNITIES ▪ INDUSTRIES POISED FOR REBOUND IN AUSTRALIA AND NEW ZEALAND ▪ STRONG POTENTIAL FOR AGRICULTURAL AND UTILITY MARKETS ▪ UNTAPPED POWERSPORTS POTENTIAL ACROSS ASIA
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 89 Asia Overview: Developing market with significant upside potential Fast growing market with significant long-term potential BRP RETAIL EVOLUTION FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 Units FY16-25 CAGR +11% SHORT-TERM FOCUS ▪ ELEVATE OUR DEALER NETWORK AND SERVICE LEVELS FOR A PREMIUM EXPERIENCE ▪ DEMOCRATIZE ACCESS BY DEVELOPING PLAYGROUNDS AND EXPLORING NEW BUSINESS MODELS OPPORTUNITIES CURRENT OVERVIEW ▪ BUILT A STRONG TEAM TO ESTABLISH SOLID FOUNDATIONS IN THE REGION ▪ DEVELOPED A SPECIFIC STRATEGY FOR THE REGION BASED ON NETWORK, AWARENESS, PLAYGROUNDS AND PRODUCTS MARKET OPPORTUNITIES ▪ STRONG GOVERNMENT EMPHASIS ON DEVELOPING LEISURE AND INTERNAL TOURISM ▪ CONSUMER SPENDING IS SHIFTING TOWARDS OUTDOOR, SPORTS AND EXPERIENTIAL CATEGORIES ▪ SIGNIFICANT GROWTH EXPECTED IN PURCHASING POWER OF THE MIDDLE CLASS IN YEARS TO COME
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 We set the stage for our growth in Asia in key markets based on four pillars 90 CHINA JAPAN SOUTH KOREA PHILIPPINES TAIWAN INDONESIA THAILAND MALAYSIA VIETNAM JAPAN EAPI CHINA PILLARS OF THE APPROACH 1 2 3 4 NETWORK AWARENESS PLAYGROUND PRODUCTS DEALER DIRECT MARKETS China and Japan DISTRIBUTOR MARKETS South Korea, Malaysia, Indonesia, Taiwan, Philippines, Vietnam and Thailand
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 91 Asia Overview: Building a premium network for a premium experience EXAMPLES OF RECENT DEALER OPENINGS IN CHINA TAIYUAN HOUSE BEIJING HOUSE GUIYANG 4S HARBIN HOUSE
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 92 Asia Overview: Establishing a manufacturing footprint in Vietnam Having manufacturing capacity in Asia is a key enabler of our future growth in the region MANUFACTURING CAPACITY IN ASIA WILL HELP ALLEVIATE MANY OF THE CURRENT CHALLENGES FOR THE REGION Manufacturing facilities RECURRING CHALLENGES WITH CURRENT SETUP VIETNAM IS A LOCATION OF CHOICE, BEING CENTRALLY LOCATED AND HAVING MULTIPLE FREE TRADE AGREEMENTS ACROSS THE REGION LONG TRANSIT TIMES HIGH TRANSPORT COSTS LIMITED TRANSPORT CAPACITY / AVAILABILITY HIGH DUTIES COSTS 50% IN ASIAN TERRITORIES IMPORT TAXES CAN GO UP TO South Korea Europe Malaysia Canada Japan Mexico China Thailand Taiwan Indonesia PhilippinesVietnam
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 93 Delivered solid retail growth across the globe over the years BRP International Retail Sales Evolution (units) Our regional and product diversification, combined with our team’s experience, has allowed us to develop our international markets and continue to grow despite the different headwinds we have faced over the years LATIN AMERICA FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 FY26 EMEA RUSSIA LATIN AMERICA ASIA PACIFIC ~2X PROJECTION
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 Gear Up International: Three Strategic Priorities 94 FY28 OBJECTIVE THREE STRATEGIC PRIORITIES We have the team and the strategy to deliver our plan and set the foundations to further accelerate our International business beyond M28 GROW IN ASIAN MARKETS WITH THE HIGHEST POTENTIAL AND FUEL THE LATAM MOMENTUM ESTABLISH A MANUFACTURING ECOSYSTEM IN VIETNAM DESIGN PRODUCTS PRIMARILY FOR INTERNATIONAL MARKET NEEDS $CA Billions $2.0B $2.5B+ FY25 FY28 GROW OUR INTERNATIONAL BUSINESS BY 25%+
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 95 M28: The next chapter of BRP growth Solid growth opportunities for BRP in the Powersports industry BY FAR THE BIGGEST GROWTH OPPORTUNITY BALANCED INTERNATIONAL EXPANSION SEIZING UNTAPPED INDUSTRY WHITE SPACE FULL THROTTLE TO #1 IN ORV GEAR UP INTERNATIONAL UPSHIFT DEALER AND CUSTOMER EXPERIENCE Return to 30%+ market share in SSV and reach 25%+ market share in ATV Achieve $2.5B+ of Powersports revenues in our international region Be the undeniable OEM of choice for dealers and increase customer NPS
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DRIVE VALUE THROUGH SPEED AND EFFICIENCY THOMAS UHR CHIEF TECHNOLOGY OFFICER PATRICK DUSSAULT EXECUTIVE VICE - PRESIDENT – GLOBAL MANUFACTURING OPERATIONS
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 DRIVE VALUE THROUGH SPEED AND EFFICIENCY FY28 TARGET: ACCELERATE TIME TO MARKET BY 20%+ DELIVER $350M+ OF LEAN VALUE STRATEGIC INITIATIVES 97
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 We developed solid direct cost savings competencies and processes: Now launching Phase 2 for M28 98 [1]Design to Quality and Cost Overhead efficiency Sales programs optimization Modularity / Product design Material cost savings Labor cost efficiency Achieve $350M of Lean Value by FY28 Multiple initiatives to drive efficiencies and cost improvements Leverage volume increases AI driven costing and standardization Harvest from existing DtQC[1] pipeline Best cost country sourcing focus Product modularity / New technologies Sourcing near production sites and FTA compliance Commodity optimization task force Labor minutes per vehicle reduction Time to market Asset utilization Culture of continuous improvementKey productivity KPIs
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 Driving efficiencies example: Benefitting from volume leverage through modularity on vehicle platform, powertrain and accessories 99 New Can-Am Outlander family: combination of existing modules 75%+ similar components Outlander platform ▪ Standard platform between mid-cc and high-cc models Engine, CVT and Drive ▪ Standard platform between mono and twin cylinder engines Allowing us to cover multiple segments across our industry with cost advantages >80% modular powertrain parts >70% modular vehicle parts MID-CC PLATFORM HIGH-CC PLATFORM TWIN CYCLINDER MONO CYCLINDER
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 100 Driving efficiencies example: Generating economies of scale by insourcing Modular Control Units BRP in-house electronics and software competencies drive new product features and quality management OUR INTERNALLY DESIGNED MULTI-PURPOSE CONTROLLER PLATFORM “XCU” IS USED ACROSS ALL PRODUCT LINES EXPECTED TO BE USED IN OVER 90% OF UNITS PRODUCED OVER TIME >90% FY24 FY25 FY26 FY27 FY28 FY29 FY30 % OF UNITS PRODUCED CONTAINING OUR “XCU” PROJECTIONS
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 Driving efficiencies example: Unlocking savings through technical changes 101 MY25 Can-Am Defender: Changed rear knuckles from forged aluminum to forged steel This single technical change is driving ~$3M in annual savings and is also improving our carbon footprint
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 Driving efficiencies example: Maximizing material cost efficiency through standardization 102 The standardization of head lights is driving ~$5M in annual savings MY26 Can-Am Maverick X3: Deployed BRP standard head lights to all product lines
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 103 Supply chain risk management example: Managing through the global rare earth shortage with both short- and mid-term initiatives Proactive actions taken to limit both costs and supply risks SHORT-TERM BRP Task Force with fast decision (Procurement, Sales, Supply Chain, Engineering, Legal) Market intelligence Supplier survey, Data collection Action plan definition based on toolbox Multiple source contract/validation, targeted inventory creation, Engineering change to remove magnet Align for execution Wave plan, assigning specific resources by suppliers MID-TERM Engineering approach to reduce rare earth dependency
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 We are improving our Product Development process to further accelerate time to market and maintain our industry leadership 104 Key Enablers DEVELOPMENT TIME BENCHMARK (IN MONTHS) Powersport OEM #1 Powersport OEM #2 Automotive OEM #1 Automotive OEM #2 BRP Today BRP Target Existing Platform New Platform TARGET REDUCTION >20% 1 Reduced time to market 2 Reduced development costs 3 Reduced product costs Product Strategy and Planning NPD and Processes
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 Global Manufacturing Operations 105 10 1 5 32 4 7 11 12 9 6 FACILITIES 12 COUNTRIES 7 EMPLOYEES 11,500 OVERVIEW VALCOURT, CANADA Snowmobiles and 3WV1 SPRUCE PINE, USA Components manufacturing9 JUAREZ 1, MEXICO ATV and 3WV2 JUAREZ 2, MEXICO SSV3 JUAREZ 3, MEXICO SSV4 QUERÉTARO, MEXICO Engines, PWC, pontoon motorized hulls, and EV motorcycles5 STURTEVANT, USA Pontoons6 DONG NAI, VIETNAM Future manufacturing of 3WV (Ryker) and Other ROVANIEMI, FINLAND Snowmobiles7 SHAWINIGAN, CANADA Electronic and mechatronic products10 GUNSKIRCHEN, AUSTRIA Engines12 MANUFACTURING FOOTPRINT Vehicle assembly DENKENDORF, GERMANY Mechanical gearboxes11 8 8
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 Lean Manufacturing at BRP: A smart way to create value 106 Driving sustainable cost advantages across global operations Advanced analytics and AI driving visibility, scalability and smarter decisions Digital and AI-Driven Optimization Engage thousands of employees into continuous value creation Culture of Continuous Improvement Efficiency translated into predictable performance and cost advantage Operational Excellence
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 PEOPLE COSTS Define Purpose and Objectives Identify Opportunities (KPIs) Empower Employees Reinforce Daily Behavior Recognize and Sustain ENGAGEMENT ALIGNMENT AUTONOMYCONSISTENCY MOTIVATION LEAN Value Creation SAFETY QUALITY PRODUCTIVITY A purpose driven workforce at the core of performance 107 Culture of Continuous Improvement
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 108 Cost per Unit Breakdown Breakdown unit cost into 300+ granular elements Cost Drivers Definition Define key drivers for each of the elements Identification of Levers Train teams to act on levers that move the drivers From awareness to action: Defining the levers that drive costs Building a framework that turns cost analysis into actionable levers for our employees
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 109 Empowered to improve: A pipeline of ideas from those who know best Turning thousands of employee ideas into millions in annual savings Leveraging ideas and projects to drive sustainable financial benefits Plant employee initiatives Example: Reuse supplier boxes for internal logistics Impact: $ Scale: 80,000+ ideas/year Professional-driven improvements Example: Use of compressed air vs nitrogen for cutting Impact: $$ Scale: 200+ projects/year Cross-functional projects Example: Hazardous material management Impact: $$$ Scale: 10+ projects/year
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 110 FY26 Manufacturing Employee Net Promoter Score Better than manufacturing average[1] 2x [1]Source: Perceptyx and Office vibe Our world-class workforce engagement creates a distinct and sustainable competitive edge Sustaining a high-performance culture through meaningful recognition and shared purpose
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 111 Amplifying impact with Artificial IntelIigence Modest investments driving significant returns ROI-driven approach: Solving complex manufacturing challenges to generate substantial financial benefits Real-time production control ▪ Capture and standardize data across sites ▪ Fact-based insights powering continuous improvement Example: Tube cutting optimization ▪ Solving complexity: 14M+ cuts/year, 700 part numbers, 30 tube profiles, produced in 3 plants Example: Line efficiency ▪ Solving complexity: 400+ models, 100+ workstations, produced in full model mix Investments $150K 3-year return $2M Investments $150K 3-year return $1M
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 Manufacturing operations improving on all key operational metrics 112 Deliver Operational Excellence SAFETY INCIDENTS QUALITY PRODUCTIVITY PEOPLE FY20 FY21 FY22 FY23 FY24 FY25 FY26 DIRECT COSTS FY20 FY21 FY22 FY23 FY24 FY25 FY26 FY20 FY21 FY22 FY23 FY24 FY25 FY26 FY20 FY21 FY22 FY23 FY24 FY25 FY26 % of units produced right the first time % of line efficiency Employees Engagement Rate Normalized average direct cost per unit (same mix, same FX) Insourcing and inflation FY20 FY21 FY22 FY23 FY24 FY25 FY26 OSHA Recordable incident rate >50% IMPROVEMENT HIGH-TEEN % IMPROVEMENT HIGH-SINGLE DIGIT % IMPROVEMENT MID-SINGLE DIGIT % IMPROVEMENT HIGH-TEEN % IMPROVEMENT
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 113 Already on track to deliver substantial benefits in year 1 of M28 Proven recipe to drive cost improvements >$150M Material Cost Savings Labor Efficiency Freight Optimization Warranty Other Direct Costs Overhead Leverage Total Cost Improvements On track to deliver over $150M of year-over-year cost improvements in FY26
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 114 Efficiently managing volume growth while continuing to execute on our Lean initiatives, are key to deliver our M28 financial objective The entire organization is focused on unlocking efficiencies and cost improvements M28 OBJECTIVE DRIVE VALUE THROUGH SPEED AND EFFICIENCY Overhead efficiency Sales programs optimization Modularity / Product design Material cost savings Labor cost efficiency Achieve $350M of Lean Value by FY28 Multiple initiatives to drive efficiencies and cost improvements Leverage volume increases AI driven costing and standardization Harvest from existing DtQC[5] pipeline Best cost country sourcing focus Product modularity / New Technologies Sourcing near production sites and FTA compliance Commodity optimization task force Labor minutes per vehicle reduction Time to market Asset utilization Culture of continuous improvementKey productivity KPIs $7.9B $8.15B to $8.30B ~$9.5B FY25 FY26 FY28 GUIDANCE[2][3] OBJECTIVE $4.86 $4.25 to $4.75 ~$8.00 FY25 FY26 FY28 GUIDANCE[2][3] OBJECTIVE REVENUES $CA Billions NORMALIZED EPS DILUTED[1] $CA [1]For a reconciliation of net income to Normalized Net Income, Normalized EBITDA and Normalized Earnings per Share – Diluted, see the reconciliation table in Appendix [2]Reflect continuing operations only, find more details in Appendix [3]Guidance as at August 29, 2025 [4]CAGR based on the mid-point of FY26 Guidance [5]Design to Quality and Cost Note: M28 Financial Target assumes a stable economic and tariff environment FY26-28 CAGR[4] +7% FY26-28 CAGR[4] +33% Expecting to deliver substantial margin improvement by FY28 [2] [2]
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FINANCIAL PLAN SÉBASTIEN MARTEL CHIEF FINANCIAL OFFICER
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 Our financial performance is stabilizing after 18 months of network inventory right-sizing 116 Financial results stabilizing above pre-covid levels 2.9 3.2 3.5 3.8 4.2 4.5 5.2 6.1 6.0 7.6 10.0 10.4 7.9 8.2 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 FY26 REVENUES $CA Billions GUIDANCE[2][3] 335 380 421 460 503 536 656 804 999 1,462 1,706 1,700 1,058 1,065 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 FY26 NORMALIZED EBITDA[1] $CA Millions GUIDANCE[2][3] [1]For a reconciliation of net income to Normalized Net Income, Normalized EBITDA and Normalized Earnings per Share – Diluted, see the reconciliation table in Appendix [2]Reflect continuing operations only, find more details in Appendix [3]Mid-point of the Guidance as at August 29, 2025 [2] [2]
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 Recent softer industry trends put pressure on our financial results 117 The rapid reduction in industry volumes since the end of FY24 significantly impacted our financial performance NORTH AMERICAN POWERSPORTS INDUSTRY EVOLUTION FY20 FY24 FY26 Q2 LTM SIDE-BY-SIDE VEHICLES FY20 FY24 FY26 Q2 LTM ALL-TERRAIN VEHICLES FY20 FY24 FY26 Q2 LTM THREE-WHEEL VEHICLES FY20 FY24 FY26 Q2 LTM PERSONAL WATERCRAFTS FY20 FY24 FY26 Q2 LTM SNOWMOBILES TOP LINE ▪ Volume pressured by industry softness ▪ Further reduction in shipments required to right-size network inventory levels in-line with industry size ▪ Increased sales programs as OEMs turn more promotional to manage excess inventory levels BOTTOM LINE ▪ Impact of lower wholesales and shipment volumes ▪ Margin erosion due to less efficient leverage of assets given lower than optimal use of production capacity ▪ Impact of higher sales programs levels IMPACT ON BRP FINANCIALS vs. FY20 vs. FY24 FLAT ▼3% vs. FY20 vs. FY24 ▼9% ▼1% vs. FY20 vs. FY24 ▼28% ▼31% vs. FY20 vs. FY24 ▼13% ▼17% vs. FY20 vs. FY24 ▼25% ▼21% Units
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 Still, despite lower industry levels, we maintained EBITDA[1] margin above pre-covid levels 118 Realized sustainable margin improvements despite operating in a challenging environment NORMALIZED EBITDA[1] MARGIN EVOLUTION KEY DRIVERS 11.6% 11.9% 12.0% 12.0% 12.1% 12.0% 12.5% 13.3% 16.8% 19.1% 17.0% 16.4% 13.4% ~13.1% FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 FY26 Normalized EBITDA[1] as a percentage of Revenues STRONGER MIX ▪ Richer product mix with a greater proportion of SSV sales ▪ Richer model mix across product lines UNLOCKED EFFICIENCIES ▪ Lower levels of sales programs despite increased promotional activity from other OEMs ▪ Lower floorplan costs driven by improved network inventory levels ▪ Continuous delivery of efficiency gains across our operations REFOCUSED ON POWERSPORTS ▪ Realigned the organization on higher margin opportunities GUIDANCE[2][3] [1]For a reconciliation of net income to Normalized Net Income, Normalized EBITDA and Normalized Earnings per Share – Diluted, see the reconciliation table in Appendix [2]Reflect continuing operations only, find more details in Appendix [3]Mid-point of the Guidance as at August 29, 2025 [2]
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 Maintained significant cash generation capabilities 119 Continued providing attractive return of capital to our shareholders $225M $674M $72M ($10M) $1,072M $314M $239M FY20 FY21 FY22 FY23 FY24 FY25 FY26 YTD $513M $182M $726M $356M $502M $277M $31M FY20 FY21 FY22 FY23 FY24 FY25 FY26 YTD FREE CASH FLOW GENERATION AND CAPITAL DISTRIBUTION TO SHAREHOLDERS KEY DRIVERS RETURNED OVER $2.5B OF CAPITAL TO OUR SHAREHOLDERS SINCE FY20 ▪ Repurchase closed to 30% of shares outstanding over that period ▪ Increased our quarterly dividend by 138% since pre-Covid FREE CASH FLOW GENERATION Cash flow from operations minus CAPEX, $CA Millions CAPITAL DISTRIBUTION TO SHAREHOLDERS Total of dividend and share repurchases, $CA Millions GENERATED ~$5.7B OF CASH FLOW FROM OPERATIONS AND OVER $2.5B OF FREE CASH FLOW SINCE FY20 ▪ Achieved a solid Cash Conversion Ratio[1] of ~70% over the period ▪ Continued to prioritize growth with over $3.1B of investments in capex since FY20 [1]Cash flow from Operations dividend by Normalized EBITDA
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 Maintained a strong balance sheet 120 Proactively managing our debt levels and terms to maintain a healthy balance sheet BALANCE SHEET PRIORITIES RECENT DEBT TRANSACTION Ensure sufficient access to liquidity to fund operations and working capital and have the financial flexibility to manage through cycles ▪ Increased our total availability under our revolving credit facility to $1.5B Limit exposure to short term obligations ▪ Recently extended the maturity of our existing long-term debt Maintain access to favorable borrowing conditions ▪ Covenant lite structure ▪ Low cost of borrowing Interest rate exposure protected by interest rate caps Reduced our total debt levels by US$200M Push maturities of US$265M of debt to 2029 and 2031 Reduced interest rate on remaining TLB by 50bps Resulting in expected Normalized EPS[1] improvement of $0.10 in FY26 and over $0.30 in FY27 vs our previous expectations [1]For a reconciliation of net income to Normalized Net Income, Normalized EBITDA and Normalized Earnings per Share – Diluted, see the reconciliation table in Appendix
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 M28 Objective: Deliver ~$9.5B in revenues and ~$8.00 of Normalized EPS[1] 121 Positioned to deliver solid Normalized EPS[1] growth over the next two years REVENUES $CA Billions NORMALIZED EPS – DILUTED[1] $CA [1]For a reconciliation of net income to Normalized Net Income, Normalized EBITDA and Normalized Earnings per Share – Diluted, see the reconciliation table in Appendix [2]Reflect continuing operations only, find more details in Appendix [3]Guidance as at August 29, 2025 [4]CAGR based on the mid-point of FY26 Guidance Note: M28 Financial Target assumes a stable economic and tariff environment $7.9B $8.15B to $8.30B ~$9.5B FY25 FY26 FY28 GUIDANCE[2][3] OBJECTIVE FY26-28 CAGR[4] +7% $4.86 $4.25 to $4.75 ~$8.00 FY25 FY26 FY28 GUIDANCE[2][3] OBJECTIVE FY26-28 CAGR[4] +33% [2] [2]
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 M28 Objective: Deliver ~$9.5B in revenues by FY28 122 FY25 Wholesales = Retail ORV International PA&A and Other Product Lines Pricing and Sales Programs FY28 Objective $7.9B ~$9.5B Network inventory right- sizing completed, allowing us to ship units in-line with retail going forward Reaching $2.5B+ of revenues in International Execution of the ORV Plan Slight market share gains in 3WV, snowmobiles and PWC, and continued growth in PA&A Impact of price increases done in FY26 and lower sales programs resulting from leaner network inventory levels Balanced approach with multiple tangible growth opportunities in sight, to bring our revenues to ~$9.5B in FY28 [1]Reflect continuing operations only, find more details in Appendix Note: M28 Financial Target assumes a stable economic and tariff environment [1]
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 M28 Objective: Path to ~$8.00 of Normalized EPS[1] in FY28 123 FY25 Volume and Mix Pricing and Sales Programs Tariff Costs Growth Investments Lean Initiatives Depreciation, Financing Costs, Taxes, and Share Count FY28 Objective $4.86 ~$8.00 Executing on our volume growth opportunities and lean initiatives are key to reach ~$8.00 of Normalized EPS[1] in FY28 [1]For a reconciliation of net income to Normalized Net Income, Normalized EBITDA and Normalized Earnings per Share – Diluted, see the reconciliation table in Appendix [2]Reflect continuing operations only, find more details in Appendix Note: M28 Financial Target assumes a stable economic and tariff environment [2]
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 And we still have a lot of runway as we recover towards mid-cycle industry levels 124 Positioned to be able to deliver over $10B of revenues and over $10.00 of Normalized EPS[1] in a mid-cycle environment NORMALIZED EPS – DILUTED[1] $CA ~$8.00 >$10.00 FY28 Objective Volume and Mix Capacity Utilization and Scale Benefit Overhead, Depreciation and Taxes Mid-Cycle Opportunity KEY DRIVERS TOP LINE OPPORTUNITIES ▪ Further market share gains in ORV fueled by: ▪ Full ramp-up of dealers to be added by the end of FY28 ▪ Continued product introductions in the coming years ▪ Recovery of the Powersports industry, especially in Seasonal Products for which markets are below pre-covid levels REVENUES $CA Billions $9.5B >$10B FY28 Objective Continue towards #1 in ORV Powersports Industry Recovery Mid-Cycle Opportunity BOTTOM LINE OPPORTUNITIES ▪ Direct benefit stemming from higher volume ▪ Improved margins driven by higher capacity utilization, and recovery of economies of scale [1]For a reconciliation of net income to Normalized Net Income, Normalized EBITDA and Normalized Earnings per Share – Diluted, see the reconciliation table in Appendix Note: M28 Financial Target and Mid-Cycle Opportunity assume a stable economic and tariff environment
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CLOSING REMARKS JOSÉ BOISJOLI PRESIDENT AND CHIEF EXECUTIVE OFFICER
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WE HAVE BUILT A SOLID BUSINESS THAT IS POISED TO DELIVER GROWTH
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 We have a diversified portfolio of industry-leading brands 127 #1 IN NORTH AMERICA #1 IN EUROPE #1 WORLDWIDE #2 IN NORTH AMERICA[1] #2 WORLDWIDE #3 WORLDWIDE #1 WORLDWIDE INTRODUCED IN 2024 #1 HIGH-PERFORMANCE KART #1 ULTRA-LIGHT ENGINES EXTENSIVE ACCESSORY PORTFOLIO PARTS AND MAINTENANCE State of the art products in each industry we compete [1]Pontoons of 21ft and less
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 We have a strong culture of innovation 128 Our ability to push innovation and technologies is at the core of our success UNMATCHED CAPABILITIES IN POWERSPORTS PATENTS AND APPLICATIONS 1,500+ ENGINEERS AND TECHNICIANS 1,500+ PRIORITIZING INVESTMENTS IN INNOVATION LAST 5 YEARS CAPEX[2] ~$2.6B R&D PERCENTAGE[1] ~5% LAST 5 YEARS R&D[2] ~$1.9B D E S I G N A N D I N N O V A T I O N C E N T E R S RESEARCH AND DEVELOPMENT CENTERS Product R&D | Rovaniemi, Finland Regional Innovation Center | Gunskirchen, AustriaProduct R&D | Valcourt, Canada Engine R&D | Gunskirchen, Austria EV R&D | Vienna, Austria Valcourt, Canada Palm Bay, United States Sophia Antipolis, France [1]R&D as a percentage of revenues based on FY25 Results [2]Total of the last 5 years ending in FY25 | $CA Billions Advanced Technology Center | Sherbrooke, Canada
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 We have an established global distribution network 129 Well positioned to capitalize on opportunities around the world ESTABLISHED GLOBAL OPERATIONS COUNTRIES 130+ POWERSPORTS DEALERS 2,700+ WELL DIVERSIFIED GEOGRAPHIC SALES[1] INTERNATIONAL 28% UNITED STATES 58% CANADA 14% Dealer direct markets Distributor markets [1]Based on FY25 results
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 We have a global and modern manufacturing footprint 130 Strategically located state of the art manufacturing facilities with capacity to support our growth 2 1 6 43 5 10 11 12 9 7 MANUFACTURING FACILITIES VALCOURT, CANADA Snowmobiles and 3WV Modernized (2018) 1 SHAWINIGAN, CANADA Electronic and mechatronic products Acquired in 2022 2 JUAREZ 1, MEXICO ATV and 3WV 3 JUAREZ 2, MEXICO SSV Opened in 2015 4 JUAREZ 3, MEXICO SSV Opened in 2021 5 QUERÉTARO, MEXICO Engines, PWC, pontoon motorized hulls, and EV motorcycles Opened in 2013 6 STURTEVANT, USA Pontoons 7 DONG NAI, VIETNAM 3WV and Others 8 SPRUCE PINE, USA Components Opened in 2010 9 Opened in 2010ROVANIEMI, FINLAND Snowmobiles and ATV 6x6 10 DENKENDORF, GERMANY Mechanical gearboxes Acquired in 2022 11 GUNSKIRCHEN, AUSTRIA Engines Modernized (2016-2020) 12 8 Start of Production Expected in FY27 Q4
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 We have a strong and experienced management team 131 A proven management team with a track record of delivering solid results and creating shareholder value STÉPHANE BILODEAU CHIEF INFORMATION OFFICER JOSÉ BOISJOLI PRESIDENT AND CHIEF EXECUTIVE OFFICER PATRICK DUSSAULT EXECUTIVE VICE-PRESIDENT GLOBAL MANUFACTURING OPERATIONS MARTIN LANGELIER CHIEF LEGAL OFFICER AND CORPORATE SERVICES ANNE LE BRETON EXECUTIVE VICE-PRESIDENT PEOPLE AND CULTURE SÉBASTIEN MARTEL CHIEF FINANCIAL OFFICER JOSÉE PERREAULT CHIEF MARKETING OFFICER SANDY SCULLION PRESIDENT POWERSPORTS MINH THANH TRAN EXECUTIVE VICE-PRESIDENT GLOBAL CORPORATE AND PRODUCT STRATEGY THOMAS UHR CHIEF TECHNOLOGY OFFICER DENYS LAPOINTE CHIEF DESIGN OFFICER 37 YEARS AT BRP 3 YEARS AT BRP 29 YEARS AT BRP 25 YEARS AT BRP 40 YEARS AT BRP 24 YEARS AT BRP 21 YEARS AT BRP 9 YEARS AT BRP 31 YEARS AT BRP 8 YEARS AT BRP 11 YEARS AT BRP
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 We have solid opportunities to grow our top line and improve our margins 132 Multiple levers to sustain our growth in the short, mid and long-term
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 And our whole organization is aligned around a clear and actionable mission 133 Uniquely positioned to deliver growth and create shareholder value
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QUESTIONS?
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Appendix
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 Reconciliation Tables 136 Twelve-month periods ended January 31st 2022 2021 2020 2019 2018 2017 2016 2015 2014 2013 CA$ millions Restated[9] Restated[9] Net Income/(Loss) $794.6 $362.9 $370.6 $227.3 $239.1 $257.0 $51.6 $70.1 $59.7 $119.2 Normalized Elements: Foreign Exchange (Gain)/Loss on Long-term Debt and Lease Liabilities (13.3) (121.8) 10.4 69.8 (53.3) (82.0) 105.8 123.9 96.4 (3.6) Transaction Costs on Long-term Debt 44.3 12.7 - 8.9 2.1 - - - - - Transaction Costs and Other Related Expenses[1] 5.8 1.5 2.9 2.7 - - - - - - Gain/(Loss) on NCIB 21.3 (12.2) - - - - - - - - Evinrude Outboard Engine Wind-down[2] 0.4 96.1 - - - - - - - - Depreciation of Intangible Assets Related to Business Combinations 4.1 4.4 3.6 1.2 - - - - - - Restructuring and Related Costs/(Reversal)[3] (0.1) 7.5 1.7 1.3 2.9 (1.1) 4.6 8.3 0.9 26.0 Gain on Lease Termination[4] (8.7) - - - - - - - - - Gain on Disposal of Property, Plant and Equipment - (12.7) - - - - (6.4) (1.4) - - (Gain)/Loss on Litigation - (4.0) (40.0) 1.3 5.9 70.7 - - - - COVID-19 Pandemic Impact[5] - 10.6 - - - - - - - - Impairment Charge/(Reversal) - 177.1 - - - - - - - 7.1 Pension Plan Past Service Gains - - - (1.4) - (6.3) 70.3 - (0.3) - Gain on Termination of a Defined Benefit Plan Coverage - - - - - - - (5.2) (0.5) - (Gain)/Reversal from Insurance Recovery - - - - - - - 1.4 (11.0) - Increase in the Fair Value of Common Shares - - - - - - - - 19.6 - Other Elements 3.9 0.6 0.9 1.3 1.5 2.7 (1.1) - 2.6 (2.9) Income Tax Adjustment (5.8) (45.7) 8.3 (3.8) 47.3 (19.0) (24.0) (0.9) 0.9 (10.1) Normalized Net Income[8] 846.5 477.0 358.4 308.6 245.5 222.0 200.8 196.2 168.3 146.7 Normalized Income Tax Expense[8] 287.9 167.1 126.8 105.4 90.2 89.1 72.8 55.3 56.5 42.5 Financing Costs Adjusted[6] 63.4 107.3 90.9 68.0 53.5 60.0 62.6 59.3 64.5 62.6 Financing Income Adjusted[6] (3.8) (7.6) (2.2) (2.2) (2.2) (1.5) (2.4) (2.7) (2.5) (1.9) Depreciation Expense Adjusted[7] 268.1 255.2 230.5 176.1 149.2 133.1 126.2 113.2 93.4 85.1 Normalized EBITDA[8] $1,462.1 $999.0 804.4 $655.9 $536.2 $502.7 $460.0 $421.3 $380.2 $335.0 Weighted Average Number of Shares – Diluted 85,259,520 88,604,984 93,813,815 99,588,888 107,917,087 113,205,095 117,457,146 118,913,791 113,406,206 102,853,978 Normalized Earnings per Share – Diluted[8] $9.92 $5.39 $3.83 $3.10 $2.27 $1.96 $1.71 $1.65 $1.49 $1.43
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 137 Reconciliation Tables - Continued [1]Costs related to business combinations. [2]The Company incurred costs related to the wind-down of the outboard engine production such as, but not limited to, idle costs and other exit costs. [3]The Company is involved, from time to time, in restructuring and reorganization activities in order to gain flexibility and improve efficiency. The costs related to these activities are mainly composed of severance costs and retention salaries. [4]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 $8.7 million gain on lease termination. [5]Incremental costs associated with the COVID-19 pandemic such as, but not limited to, labour cost related to furloughs. [6]Adjusted for transaction costs on long-term debt and normal course issuer bid program (“NCIB”) gains and losses in net income. [7]Adjusted for depreciation of intangible assets acquired through business combinations. [8]See “Non-IFRS Measures” section in Appendix. [9]Restated to reflect the adoption of IFRS 15 “Revenue from contracts with customers” and IFRS 9 “Financial instruments” for Fiscal 2018 and the amendments to IAS 19 “Employee Benefits” for Fiscal 2013.
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 Reconciliation Tables - Continued 138 12-month periods ended CA$ millions Jan. 31, 2025 Jan. 31, 2024 Jan. 31, 2023 Net Income / (Loss) $62.7 $744.5 $865.4 Normalized Elements: Foreign Exchange Loss on Long-term Debt and Lease Liabilities 212.1 10.8 92.4 Cybersecurity Incident Costs[1] (12.5) - 25.5 Gain on NCIB - (4.8) (1.8) Past Service Costs[2] - 4.3 Impairment Charge[3] 9.4 116.3 - Costs Related to Business Combinations[4] 2.7 15.6 8.3 Border Crossing Costs - 6.2 - Evinrude Outboard Engine Exit Costs[5] 15.0 - Restructuring and Related Costs[6] 76.8 - - Transaction Costs on Long-term Debt - 22.7 1.0 Other Elements[7] 2.1 7.4 (3.2) Income Tax Adjustment[8][9] (4.3) (60.3) (15.2) Normalized Net Income[9] 349.0 873.4 976.7 Normalized Income Tax Expense[9] 94.0 269.9 315.7 Financing Costs Adjusted[9] 198.2 186.4 113.9 Financing Income Adjusted[9] (8.0) (11.8) (4.2) Depreciation Expense Adjusted[9] 406.8 381.7 304.2 Normalized EBITDA[9] $1,040.0 $1,699.6 $1,178.3 Weighted Average Number of Shares – Diluted 74,586,221 78,523,790 80,946,102 Normalized Earnings per Share – Diluted[9] $4.68 $11.11 $12.05
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 139 Reconciliation Tables - Continued [1]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. During Fiscal 2025, the Company received insurance payments in relation to this cybersecurity incident. [2]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. [3]During the three- and nine-month periods ended October 31, 2024, the Company recognized an impairment charge of $9.4 million on unutilized assets. During the twelve-month period ended January 31, 2024, the Company recorded an impairment charge of $116.3 million related to its Marine segment. [4]Transaction costs and depreciation of intangible assets related to business combinations. [5]The Company incurred idle costs, other exit costs and impaired service parts inventory related to its Evinrude outboard engine production. [6]During the twelve-month period ended January 31, 2025, the Company recorded restructuring costs of $76.8 million, which includes severance packages to employees as part of workforce reduction, contract exit costs and supplier claims related to restructuring activities. [7]Other elements include fees associated with the secondary offerings and other transactions. [8]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. [9]See “Non-IFRS Measures” section.
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 140 FY26 Full-Year Guidance - as at August 29, 2025 Other assumptions for FY26 Guidance: ◼ Depreciation expense Adjusted: ~$445M (Compared to $425M in FY25) ◼ Net Financing Costs Adjusted: ~$200M (Compared to $172M in FY25) ◼ Effective Tax Rate[1][2]: ~21% (Compared to 21.3% in FY25) ◼ Weighted average number of shares – diluted: ~73.8M shares (Compared to 74.6M in FY25) ◼ Capital Expenditures: ~$410M (Compared to $405M in FY25) [1]See the “Non-IFRS Measures” at the end of this presentation [2]Effective tax rate based on Normalized Earnings before Normalized Income Tax [3]Please see Forward-Looking Statements at the beginning of this presentation for a summary of key assumptions and important risk factors underlying the FY26 guidance [4]All numbers are in $CA millions, except for the effective tax rate and per share figures [5]Estimated gross tariff impact as at August 29, 2025 REVENUES YEAR-ROUND PRODUCTS NET INCOME FY25 FY26 Guidance EXPECTED RESULTACTUAL SEASONAL PRODUCTS PA&A AND OEM ENGINES TOTAL REVENUES NORMALIZED EBITDA[1] NORMALIZED EPS – DILUTED[1] $4,307.2 $2,370.4 $1,225.2 $7,902.8 $1,057.7 $4.86 $64.6 $4,750M TO $4,800M $2,150M TO $2,200M $1,250M TO $1,300M $8,150M TO $8,300M $1,040M TO $1,090M $4.25 TO $4.75 $430M TO $470M TARIFFS UPDATE Based on currently available information, our guidance incorporates an estimated tariff impact of ~$90M for FY26[5]
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Analyst and Investor Day Valcourt, Québec | October 09, 2025 141 Appendix - Continued Non-IFRS Measures Normalized EBITDA is defined as net income before financing costs, financing income, income tax expense (recovery), depreciation expense and normalized elements. Normalized EBITDA margin is defined as the Normalized EBITDA divided by revenues. Normalized Net Income is defined as net income before normalized elements adjusted to reflect the tax effect on these elements. Normalized income tax expense is defined as income tax expense adjusted to reflect the tax effect on normalized elements and to normalize specific tax elements. Normalized effective tax rate is based on normalized net income before normalized income tax expense. Normalized earnings per share – diluted is calculated by dividing the normalized net income by the weighted average number of shares – diluted. Additional details for these non-IFRS can be found in section “Non-IFRS Measures and Reconciliation Tables” of the Company's MD&A for the quarter ended July 31, 2025, which is posted on BRP’s website at www.BRP.com, and filed on SEDAR+ at www.sedarplus.ca and EDGAR at www.sec.gov. Continuing Operations On October 17, 2024, BRP announced that it has initiated a process for the sale of its Marine businesses namely Alumacraft, Manitou, Telwater (Quintrex, Stacer, Savage and Yellowfin). Consequently, these businesses are presented as discontinued operations and the associated assets and liabilities as held for sale starting as at October 31, 2024. Therefore, FY25 and following fiscal years reflect continuing operations only, unless otherwise noted. Product Lines Seasons ▪ SSV: July to June ▪ ATV: July to June ▪ 3WV: November to October ▪ Snowmobile: April to March ▪ PWC: October to September ▪ Boat: August to July