BRP reviews

North-America and Canadian markets have focus which impacts decisions for other regions. The management peers are subjective. To ensure they stay in the club of management and secure their own position - it is seldom that job cuts are happening on a high and mid-management level. The employees bonus is based upon personal performance and company performance. The personal part should be measured by objective KPI's but in many functions they are missing so it can be considered as influential. You will be confronted with an overload of work

• Strong micromanagement culture across departments; lack of trust is systemic and affects autonomy, motivation, and efficiency. • Workplace culture is highly competitive; colleagues may seek recognition at the expense of others’ work. • Diversity and inclusion are mostly performative. Language and cultural barriers lead to exclusion, while initiatives like “Yellow Day” focus on appearances rather than real action against discrimination. • Management and leadership often lack external experience; many leaders have spent their entire careers at BRP, limiting openness to new ideas, modern leadership practices, and human values. • Expertise and professional background are frequently overlooked, leading to frustration and disengagement. • Workload distribution is unfair; responsibilities increase without discussion, recognition, or proper support. • Movement between buildings or teams is unnecessarily restricted, even when justified. • Salary practices are inconsistent; Latino and immigrant employees are often underpaid compared to their responsibilities and experience. • Buildings are poorly maintained and often dirty, with little visible upkeep. • Overall, the lack of trust, excessive control, and weak leadership overshadow individual talent and effort.