STORY Q4 2025 Earings Calendar

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v Millions of Stories. One World in Motion. Annual and Sustainability Report 2025

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Vision & Mission 20 years of innovation This is Storytel Group Our footprint 2025 in brief Letter from the CEO Investment case Pages 70-129 constitute the statutory annual report that has been audited. General Information Environmental Information Social Information Governance Information Share and Shareholders Governance Structure Board of Directors Group Executive Management Financial Reporting Risks and Risk Management Directors’ Report Financial statements Notes Parent company financial statements Parent company’s notes Auditor’s report Our operations Our business areas Streaming Publishing The Storytel Group ecosystem Our strategic framework Strategic pillars Nordics Non-Nordics core Rest of world Initiatives and drivers AI - a key driver for efficiency Outlook and financial targets Introduction Operations Strategy Sustainability Corporate governance Financial information 3 4 5 6 7 8 10 32 40 43 50 54 55 61 63 65 67 70 74 78 121 125 130 12 13 14 16 20 21 22 23 24 26 27 28 29 Table of contents Operations Strategy Sustainability Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 2 Introduction

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Leading the future of storytelling — we move the world through stories Purpose Stories have the ability to entertain, inspire, engage, and challenge dearly held beliefs. They can open up new worlds or enrich the one we live in. They can motivate people to act or convince us not to act. They can enthuse, captivate and change people like no other force in the world. And that’s why our business is all about stories. A powerful story can change the world Operations Strategy Sustainability Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 3 Introduction

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2005 Jonas Tellander and Jon Hauksson founded the Bokilur audiobook service in Sweden, marking the beginning of Storytel’s journey. 2018 Storytel Group is listed on Nasdaq Stockholm First North. 2007 The launch of the iPhone unlocks new possibilities for mobile listening, marking a shift toward accessible digital storytelling. 2011 The first Storytel- produced audiobook is launched on the Swedish market. 2019 Passes a new milestone: one million paying subscribers and acquires publisher Gummerus. 2013 Acquires audiobook publisher Storyside. 2021 Surpasses the milestone of one million paying subscribers in the Nordics and acquires a majority stake in publishing house Lind & Co. 2015 Acquires Massolit Media, becoming a publicly listed company. Launches in Denmark, establishing one of the Group’s core markets. 2022 Acquires the US-based streaming service Audiobooks.com, reaches two million paying subscribers, while the catalogue surpasses one million titles. 2016 Acquires Norstedts Publishing Group and the Danish audiobook service Mofibo. Operations expand to Finland and Poland. 2023 Storytel Streaming surpasses two billion SEK in streaming revenues in the Nordics, as well as one million subscribers outside the Nordics. Norstedts Publishing Group celebrates its 200th anniversary. 20 years of innovation 2025 Storytel’s streaming service celebrates 20 years of storytelling and surpasses 2.67 million paying subscribers. The year also marks an expansion of the Group’s publishing operations, with the majority acquisition of Bokfabriken. At the Capital Markets Day, the Group presents a strategy update and new financial targets for 2025–2028. 2017 Acquires People’s Press, Denmark’s fourth- largest publisher. Operations Strategy Sustainability Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 4 Introduction

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This is Storytel Group 37% 20,000 64%≈ 3,500 2.67M1.8M of all paid subscribers listen to Storytel every day. authors publish with Storytel Publishing. of Storytel Group publishersʼ total sales are from audiobooks and e-books. audiobooks have been published by publishers within our Group. users of Storytel’s streaming services. available titles on Storytel. Streaming Our streaming service is one of the world’s leading subscription-based audio and e-book services, with more than 2.67 million paying subscribers. The business operates under the Storytel, Mofibo, and Audiobooks.com brands across more than 25 markets, with the Nordics accounting for more than half of its revenues. The streaming service offers listening and reading of more than 1.8 million titles in 55+ languages. Publishing Our publishing business is home to almost 20,000 authors and includes renowned Swedish publishers and imprints such as Norstedts, Printz Publishing, Rabén & Sjögren, B. Wahlströms, Lind & Co, Bokfabriken, the Danish publisher People’s, the Finnish publisher Gummerus and the global audio publisher Storyside. We are a storytelling company. Driven by our purpose — “Leading the future of storytelling, we move the world through stories” — Storytel Group inspires and entertains people around the world by blending innovation with tradition. We bring stories to life across various formats for everyone to discover. Anytime. Anywhere. The Group consists of two business areas: Streaming and Publishing. Through our streaming service, we offer a digital platform for books, while our Publishing business area is home to our renowned publishing houses and imprints. Together, these areas create a strong proposition that delivers first-class value to our customers. Storytel Group is headquartered in Stockholm, Sweden. Operations Strategy Sustainability Corporate governance Financial informationIntroduction 5STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025

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Storytel Group operates in ten core markets: the five Nordic countries, the Netherlands, Turkey, Poland, Bulgaria, and the USA. Beyond these, the Group’s footprint extends to more than fifteen additional markets worldwide. Core markets Other markets 10 core markets ... and expanding Share of Revenue 201 MSEK 3,822 MSEK 5% 95% Our footprint Operations Strategy Sustainability Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 6 Introduction

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During the year, Storytel Group continued to strengthen its position in the audiobook and publishing market. New product features improved the user experience, the Group’s content offering expanded, and both Streaming and Publishing delivered solid growth. Together, these efforts contributed to the strongest financial performance in the Group’s history. Revenue* Adjusted EBITDA Subscribers Adjusted EBITDA Margin 4,023 MSEK 757 MSEK (602) (3,798) (2.45) (15.8) 2.67M 18.8% • Storytel Streaming celebrated 20 years of storytelling, marking two decades of innovation in streaming. • Storytel Group launched its audiobook and e-book service in Estonia. • Storytel Group acquired a majority stake in Bokfabriken. • Stefan Wård was appointed CFO of Storytel Group on October 6, 2025. • Storytel expanded its offering with thousands of international English-language audiobook bestsellers – available for individual sales directly in the app. • Storytel entered a multi-market partnership with Klarna’s global membership programme. • Story Scan was introduced, allowing users to discover titles instantly by scanning book covers or artwork. • Synced Listening was introduced to enable seamless transitions between audiobooks and e-books. Business highlights in 2025 • Revenue growth of 9% at constant exchange rates (CER). • Adjusted EBITDA margin reached 18.8%. • External publishing revenue increased 21% at CER year over year (Yo Y). • Record low churn. • Strong cash flow generation resulting in a net cash position by year end 2025. • Storytel, Mofibo and Audiobooks.com exceeded 2.67 million paying subscribers. Financial highlights in 2025 REVENUE PER BUSINESS AREA ** (QUARTERLY), MSEK Streaming Publishing 2025 in brief STORYTEL GROUP 862 853 884 918 283 299 324 367 Q1 Q2 Q3 Q4 * For definitions of alternative performance measures and other key ratios, see page 118. ** Streaming revenue includes 50% of Storytel Norway’s revenue in line with Storytel’s ownership. Publishing revenue includes both external and group-internal revenue and is based on internal management reporting. Accordingly, underlying principles may differ from IFRS. Operations Strategy Sustainability Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 7 Introduction

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Letter from the CEO In 2025, Storytel proudly celebrated 20 years of pioneering the audiobook experience and bringing stories to life. This milestone year was also defined by disciplined execution against our 2028 financial targets, as presented at our Capital Markets Day in May. We surpassed 4 billion SEK in annual revenue, achieved an adjusted EBITDA margin of 18.8 percent, and ended the year with a net cash position of SEK 136 million. Alongside these financial milestones, we continued to scale our reach and offering by welcoming Bokfabriken to the Group, expanding into Estonia, and introducing several innovative product features designed to deepen listener engagement and personalization. Our 2025 performance confirms the strength of our integrated business model. By combining streaming and publishing, we create a unique ecosystem where content development, distribution and audience insights reinforce one another. This strengthens our ability to attract authors, deepen customer relationships and improve long-term profitability. Strong financial performance We successfully delivered on our 2025 financial targets (raised following Q3), achieving topline growth of 9.2 percent CER. This was supported by 8.1 percent growth in streaming revenue and an 18.0 percent increase in external Publishing revenues. Our adjusted EBITDA margin expanded by 3 percentage points to 18.8 percent (15.8), driving adjusted EBITDA growth of 26 percent to SEK 757 million (602). Total operating cash flow amounted to SEK 573 million, and we closed the year with a solid cash position of SEK 136 million. In our streaming segment, our connection with book lovers is stronger than ever. In 2025, we added 220,000 new paying subscribers, bringing our total to 2.67 million (2.45) by year- end. In the Nordics, we reached 1.34 million (1.28) subscribers, while our core growth markets outside the region grew to 1.12 million (0.97). Churn declined to its lowest level to date during the year, supporting higher lifetime value and Our 2025 performance confirms the strength of our integrated business model. “ Operations Strategy Sustainability Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 8 Introduction

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“ The success of Storytel Group is built on our unique ecosystem and the stories authors entrust to our publishers. This year, that foundation translated into both critical acclaim and strong commercial results across all formats. reflecting a stronger and more stable subscriber base. As part of our growth strategy, we launched Storytel’s platform in Estonia in October through a strategic partnership with Digiread. We continue to leverage strategic partnerships to enable expansion while managing investment risk, as seen in our long-term agreement with RDF Media in Chile. Moreover, we integrated with Klarna’s new membership program, broadening our reach to new customer segments. Redefining the user experience To remain at the forefront of product innovation, we are enhancing how stories are discovered and enjoyed across formats. AI-powered features such as Synced Listening enable a seamless transition between audio and text, while Story Scan connects physical and digital books. These enhancements deepen engagement and strengthen the relevance of our platform. We are also expanding the creative canvas through StoryArt, allowing authors to enrich the audio experience with visual material. Additionally, our new pay-per-book model has unlocked access to over 35,000 English titles, offering even greater flexibility. A landmark year for Publishing The success of Storytel Group is built on our unique ecosystem and the stories authors entrust to our publishers. This year, that foundation translated into both critical acclaim and strong commercial results across all formats. As a result, our Publishing segment achieved a record performance in 2025, delivering 18 percent CER external topline growth with a robust EBITDA margin of 29.5 percent. In Sweden, Norstedts Förlagsgrupp celebrated publishing Nobel Laureate László Krasznahorkai, while Bea Uusma’s Vitön won the August Prize and became a top-selling non- fiction title. Releases from Björn Borg and Fredrik Backman also drew significant sales and acclaim. The addition of Bokfabriken brought the highly successful Johan Falk series to the Group. In Finland, Gummerus excelled with Sanna Marin’s bestselling biography and Paavo Teittinen’s Finlandia Prize-winning work. On the Storytel platform, listeners engaged with popular series including Emelie Schepp’s Jana Berzelius, Dag Öhrlund’s Truut, and the Nis Jacob series. True Stories continue to resonate with our audience, with titles such as Familjehemsflickan in Sweden and Tiger Kings of Næstved in Denmark generating high engagement and media attention. Promoting reading for the next generation Our mission is to help people find the right stories at the right time. With over 1.25 million people enriching their lives with at least one book per month on our platform, our social impact grows with every new member of our community. We translate this commitment into action by annually supporting initiatives such as The Reading Ladder for Swedish preschoolers and The Great Reading Challenge, which engaged fourth-graders in reading more than 1.1 million hours this year, representing around 20 minutes per student per day. In 2025, children globally spent nearly 69 million hours listening to stories on Storytel, moments that are vital for building vocabulary and emotional intelligence. By inspiring young readers to embrace the joy of books, we hope to spark a lifelong love of reading. Looking ahead In 2025, we sharpened our focus through a new Executive Management Team and the appointments of Stefan Wård (CFO) and Åsa Wilson (CPO). Beyond leadership, we improved efficiency by updating our organization and operating model while strengthening our data and technology capabilities. We enter 2026 with a clear roadmap and a strengthened financial position. Our priority is to build on this momentum by remaining the best partner for our authors and publishers while continuing to deliver the most innovative and engaging user experience for our loyal book lovers. The achievements of this anniversary year would not be possible without the passion, commitment, and professionalism of our employees, whose expertise and dedication drive our business to new heights every day. I also want to express my deepest thanks to our authors for placing their trust in us to bring their stories to life. Finally, I am grateful to our investors and partners for their continued confidence as we build the next chapter of Storytel Group’s journey together. Thank you for being part of our story. Bodil Eriksson Torp CEO Storytel Group Operations Strategy Sustainability Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 9 Introduction

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Proven business model Audiobooks have proven to be highly suitable for streaming and are one of the strongest performing streaming media segments. Our strategy of participating across the value chain has resulted in industry-leading profitability. 01 Strong cash flow generation Our high degree of recurring revenue, strong unit economics, and low working capital requirements allow for efficient scaling of our business. 02 Balanced growth initiatives Our highly profitable Nordic platform allows for internally financed growth initiatives in attractive markets outside the Nordics. Our industry-leading proprietary audiobook catalogue presents growth opportunities in multiple markets around the world. 03 Strong synergies between Publishing and Streaming By combining our publishing companies with our streaming offering we cover the entire value chain for audio- and e-books. Our own content forms a stable foundation for our streaming offering. 04 Relationships across the value chain The authors are the foundation of our business and by establishing direct relationships with authors we can provide the best available streaming offering to our book lovers. 05 Storytel Group is a leading audio and e-book streaming service combined with a successful publishing business. Through our strong brands in both Publishing and Streaming, we reach a wide audience and drive growth with high-quality content and innovative services. Investment case SUBSCRIBERS (THOUSANDS) REVENUE STREAMING (MSEK) 0 300 600 900 1200 1500 20252024202320222021202020192018201720162015 Nordics Non-Nordic core markets 0 200 400 600 800 1000 Q4Q3Q2Q1Q4Q3Q2Q1Q4Q3Q2Q1Q4Q3Q2Q1Q4Q3Q2Q1Q4Q3Q2Q1Q4Q3Q2Q1Q4Q3Q2Q1Q4Q3Q2Q1Q4Q3Q2Q1Q4Q3Q2Q1 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Rest of world markets with a market- leading position Churn 8 <6% Our investment case * For 2015–2017, Sweden is used as a proxy for the Nordics, as user figures were reported differently prior to 2018. During this period, “Rest of world” includes all markets outside Sweden, including what later became Non-Nordic core markets. Operations Strategy Sustainability Corporate governance Financial informationIntroduction 10STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025

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Operations Our operations Our business areas Streaming Publishing 12 13 14 16 STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 11

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A unique ecosystem As a leader in audio and e-book streaming, combined with a strong publishing business, we have built a unique ecosystem that unites readers and authors. Our streaming business enables authors to reach a wider audience, while the publishers provide attractive content that engages new and existing users. This combination allows us to offer our customers personalised and high-quality listening and reading experiences while promoting reading and litera - ture in society. Customer focus and engagement Through our innovative streaming platform and wide offering, we aim to make stories available to everyone. Our streaming business is driven by a clear customer focus, where we continuously improve the platform with personalised recommendations and flexible subscriptions to boost engagement and customer satisfaction. By investing in innovative technology, such as Synced Listening, along with AI-powered features like Voice Switcher, we are staying at the forefront of our industry. The alliance between Publishing and Streaming Introduction Strategy Sustainability Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 12 Operations

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Storytel Group operates through two complementary business areas: Streaming and Publishing. Together, they form a unique storytelling ecosystem that combines technology, distribution and content creation. Streaming is the Group’s consumer-facing platform, built on scalable technology, data insights and international reach. Through strong brands, it connects millions of users with stories across audio and e-book formats. The streaming business enables broad distribution, personalized discovery and direct customer relationships. Publishing forms the creative foundation of the Group. Through a portfolio of established publishers, Storytel Group secures valuable content rights and works closely with authors to develop high-quality stories across print and digital formats. Editorial expertise, long-term author relationships and a strong local presence ensure a steady flow of relevant stories. The two business areas create a strong ecosystem. Publishing contributes depth and creative leadership, while Streaming provides reach, data and scale. REVENUE PER BUSINESS AREA 2025 Streaming Publishing STREAMING PUBLISHING 3,518 MSEK 27% 73% Our business areas 1,274 MSEK Introduction Strategy Sustainability Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 13 Operations

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ww Storytel Group’s streaming operations are run under the brands Storytel, Mofibo and Audiobooks.com. Together, the platforms offer more than 1.8 million titles in over 55 languages to more than 2.67 million paying subscribers across 25+ markets. Investments in content, marketing and technology are focused on ten core markets: the five Nordic countries, the Netherlands, Turkey, Poland, Bulgaria and the United States, through Audiobooks.com. These markets represent an addressable audience of around 400 million people, including the US, or about 130 million excluding the US. Core markets generate more than 95 percent of Storytel’s revenue, and in each of them, the Group holds a leading or strong market position in audiobook streaming. Beyond the core markets, Storytel continues to expand its international reach. The launch in Estonia and the partnership with RDF Media in Chile strengthened Storytel’s position and created a solid platform for further growth in these regions. The streaming service is also available in several other markets, including South Korea, the Arabic- speaking Middle East, Brazil, Mexico, Italy, Spain and Germany, which together offer significant potential for growth. Partnership with Storytel partnered with Klarna to inte- grate its audiobook and e-book offerings into Klarna’s global membership pro- gram. Premium members in 14 markets now have access to Storytel’s extensive catalogue. Highlights in 2025 • Innovation continued to drive growth. With new AI-based personalisation, improved discovery tools and Synced Listening, Storytel delivered a more seamless streaming experience. • The launch of English-language bestsellers, available for individual sales, expanded Storytel’s premium catalogue and met the rising demand for English titles. • Partnership with RDF Media accelerated growth in Chile and reinforced Storytel’s international presence. • The launch in Estonia strengthened Storytel’s footprint in the Baltic region. • Partnership with Vodafone Turkey opened new growth potential in a major core market. Key figures 2025 Paying subscribers 2.67 Million Average revenue per user 118 SEK/month Total streaming revenue 3,518 MSEK Operating profit 376.3 MSEK Adjusted EBITDA 508.4 MSEK Adjusted EBITDA Margin 14.4 % Streaming Introduction Strategy Sustainability Corporate governance Financial information 14 OperationsSTORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025

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A leading platform with a strong local presence Storytel Group operates one of the world’s largest audiobook and e-book streaming services, with more than 2.67 million paying subscribers in more than 25 countries. The market is mainly local, with around 85 percent of listening tied to local authors and languages. The Group’s operating model is built on strong publisher partnerships, market-specific catalogues, and content available in more than 55 languages. Core markets Languages 10 55+ users of Storytelʼs streaming services 2.67M No.1 Market size Market position Market leading position in core markets KEY FIGURES Streaming market position of local consumption is done through local languages and by local authors 85% 25+ Countries Introduction Strategy Sustainability Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 15 Operations

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Highlights in 2025 • Storytel Group’s publishing division delivered strong results driven by strategic expansion, popular releases, innovation, and steady development across markets. • Norstedts Publishing Group launched Norstedts Spektra, a new digital imprint for audiobook series. • Norstedts released several of Sweden’s most anticipated titles, including Vitön by Bea Uusma and Björn Borg’s autobiography. They also acquired rights from international bestseller Fredrik Backman and the Swedish crime queen Mari Jungstedt. • Bokfabriken secured the intellectual property rights for the highly successful Johan Falk crime thriller universe. • In Finland, Gummerus published bestsellers such as the biography of Finland’s former Prime Minister Sanna Marin and Juha Itkonen’s Tomorrow I Will Tell Everything. • The licensing agreement Storytel Group entered into with Spotify in the Nordics enables publishers and authors to connect with new audiences. Key figures 2025 Storytel Group includes prestigious publishers such as Norstedts, Rabén & Sjögren, Lind & Co, People’s, Gummerus, Bokfabriken, and the Group’s digital publisher Storyside. These publishers publish a wide range of titles from well-known and award-winning authors in different genres. Net sales 1,274 MSEK Adjusted gross profit 409.5 MSEK Operating profit 188.0 MSEK Adjusted EBITDA 376.2 MSEK Adjusted EBITDA Margin 29.5 % Acquisition of Storytel Group acquired a majority stake in the Swedish publisher Bokfabriken, expanding its publishing portfolio and re - inforcing its position in the Swedish mar - ket. The acquisition strengthens market presence in the Nordics and advances the Group’s Publishing business area. Publishing The Publishing business covers printed books, audiobooks, and e-books. Norstedts, Lind & Co, People’s, and Gummerus continued to deliver bestselling titles across fiction, non-fiction, and children’s literature. Storyside continued to build on its position as one of the world’s largest digital audiobook publishers, focusing on Storytel Group’s core markets and offering more than 50,000 audiobooks in 55 languages, including for Storytel Streaming exclusive Storytel Originals. Publishing represented 27 percent of Storytel’s total revenue in 2025. While Streaming drives the majority of the Group’s growth, Publishing provides the creative foundation that fuels it. With a strong offering, efficient operations and close integration with the streaming business, the Publishing business remains a key part of Storytel Group’s value chain. It combines creativity with commercial performance to support the Group’s long-term profitability. Introduction Strategy Sustainability Corporate governance Financial information 16 OperationsSTORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025

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Rabén & Sjögren is Swedenʼs leading publisher of books for children and adolescents and was founded in Stockholm in 1942. The publisher is part of Norstedts Publishing Group. Norstedts is the oldest and most prominent book publisher in Sweden. They publish fiction and non-fiction in all genres, from poetry and thrillers to cookbooks and biographies. Since 2025, digital-first books are published under the imprint Norstedts Spektra. Norstedts was founded in Stockholm in 1823. B. Wahlströms, known for its red and green spines, is Swedenʼs oldest childrenʼs book publisher. The publisher was founded in Stockholm in 1914. B. Wahlströms is part of Rabén & Sjögren. B. Wahlströms Norstedts Rabén & Sjögren Printz Publishing specializes in the romance genre, with authors such as Jojo Moyes, Sophie Kinsella, and Ruth Kvarnström- Jones. The publisher was founded in 2010 and has been part of Norstedts Publishing Group since 2018. Lind & Co publishes fiction, non-fiction, and childrenʼs books. Founded by Kristoffer Lind in 1999, the publishing house also publishes audiobooks in Norway, Finland, Poland, Iceland, Bulgaria, Italy, and the Netherlands. Brombergs was founded in 1975 and publishes fiction and non-fiction. Over the years, the publishing house has published works by no less than four Nobel Prize winners. It has been part of Norstedts Publishing Group since 2020. Brombergs Lind & Co Printz Publishing Storyside is one of the worldʼs largest audiobook publishers. They are revolutionizing storytelling with innovative audio formats and a wide range of genres. Storyside offers more than 50,000 audiobooks in 55 different languages. Peopleʼs (formerly Peopleʼs Press) is an innovative Danish publisher founded in Copenhagen in 2002. Peopleʼs publishes fiction and non-fiction in many categories. Gummerus is the oldest and one of the most respected publishing houses in Finland. Founded in 1872, it has grown into a dynamic and independent force under the motto: ”For the Joy and Benefit of All Finnish People” . Today, Gummerus is the third largest book publisher in Finland. Gummerus Peopleʼs Storyside Bokfabriken was founded in 2012 in Malmö and has become one of Sweden’s fastest- growing publishers, known for its strong author base and bestselling crime and fiction titles. Bokfabriken became part of Storytel Group in 2025. Bokfabriken Publishers with a rich heritage Introduction Strategy Sustainability Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 17 Operations

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The Nobel Prize in Literature 2025 In 2025, Norstedts Förlagsgrupp reaffirmed its position as one of Scandinavia’s foremost publishers with a year defined by literary excellence and international recognition. In October, László Krasznahorkai, whose Swedish editions are published by Norstedts, received the Nobel Prize in Literature. The award once again placed Norstedts at the centre of the global literary stage and highlighted the publisher’s role in bringing exceptional international voices to Swedish readers. Founded in 1823, Norstedts remains a cornerstone of Scandinavian literary culture, combining over two centuries of heritage with a modern focus on new voices and creative innovation. Other awards and honours in 2025 In 2025, Norstedts’ authors and titles received widespread recognition across multiple literary awards. Highlights include: • Solen by Adam Dahlberg and Albin Wessman received the Cajsa Warg Prize for its innovative and inspiring contribution to modern gastronomy. • Leila Inanna Sultan received the Prisma Literature Prize for a debut work recognised for its poetic language and strong narrative voice. • Anna Jansson received the Bokhyllan Prize for her outstanding contribution to popular fiction and her ability to engage readers across multiple generations. • Ingela Strandberg received the Aniara Prize for her remarkable poetic achievements and distinctive voice in Swedish literature. • Bea Uusma won the August Prize for Swedish Non-Fiction Book of the Year for her book Vitön. • Kathrine Nedrejord received the Per Olov Enquist Prize for her humanistic storytelling that bridges cultures and experiences. • Mariam Naraghi received the Elsie Prize for her moving and socially engaged writing that gives voice to contemporary experiences. An award-winning year for Norstedts The Nobel Committee for Literature, 2025 The Nobel Prize in Literature 2025 was awarded to László Krasznahorkai for his compelling and visionary oeuvre that, in the midst of apocalyptic terror, reaf- firms the power of art. “ Photo: Miklós Déri / Arcok via Wikimedia Commons Introduction Strategy Sustainability Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 18 Operations

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Strategy The Storytel Group ecosystem Our strategic framework Strategic pillars Nordics Non-Nordics core Our footprint in Poland Rest of world Initiatives and drivers AI – a key driver for efficiency Outlook and financial targets 20 21 22 23 24 25 26 27 28 29 STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 19

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Storytel Group’s publishing and streaming businesses operate as one integrated ecosystem, creating synergies that strengthen the Group’s content offering, audience reach and long-term value creation. The publishing houses bring exceptional stories to readers and listeners across a wide range of genres, featuring popular, critically acclaimed and award-winning authors. Publishing provides the streaming platforms with strong authorship and locally relevant content that resonates with users, supporting engagement and fostering loyalty. Through the streaming platforms, authors reach broader audiences, supported by strong marketing capabilities that help them grow and succeed. The Storytel Group ecosystem Publishing • 200 years of publishing • Blend of traditional and innovative formats • Strong legacy in print and digital distribution Direct access to authors enables new book submissions, the creation of original audio stories, and unlocking a deep backlist of titles. Authors gain access to a broader audience through the streaming platform, increasing visibility, recognition and consumption. Streaming • Access to more than 2.6 million international audio and e-book users • Insights and data on audience preferences and behaviours • Marketing exposure and boosted consumption of backlist titles High-quality content Added value for authors Synergies Introduction Operations Sustainability Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 20 Strategy

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In May 2025, we introduced an updated strategic framework designed to drive profitable growth and long-term value creation. The strategy clarifies how we intend to lead the future of storytelling by strengthening our ecosystem for customers and authors, expanding our footprint within selected strategic markets, and achieving scale and efficiency across the Group. By 2028, Storytel Group aims to be a leading storytelling company in our strategic markets, connecting customers, authors, and creators through a simple, integrated platform. By then, the Group will have expanded into new customer segments and entered additional European markets, supporting sustainable and diversified growth. We also want to be recognised as an employer of choice, offering a strong proposition that attracts new talent and helps retain our employees. By simplifying processes and strengthening innovation within its operating model, the Group ensures an efficient structure that supports a high-performing organisation. The growth will be supported by stronger profitability and cash flow, providing room for strategic acquisitions and targeted investment. By 2028, Storytel Group will not only reinforce its leadership in the Nordics but also significantly advance its position across Europe. Leading the future of storytelling, we move the world through stories Purpose Strategic pillars Accelerator Enablers Play to win as a team Gain market share through selective M&As Reinvent how we work, amplified by AI Enrich more lives with stories Turn our data and capabilities into strategic advantage Be the premier destination for customers and authors Our strategic framework Introduction Operations Sustainability Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 21 Strategy

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Enrich more lives with stories We aim to be the preferred destination for book lovers, as well as for the authors and creators who bring stories to life, and to deliver compelling storytelling experiences across all formats. By integrating Publishing and Streaming, we create a unique platform for storytelling that strengthens creative leadership and delivers increased value to customers as well as authors. We drive growth through an active M&A strategy and carefully selected market expansion. This allows us to expand our streaming presence, strengthen our publishing capabilities, and expand in priority markets more quickly. Local relevance is at the core of our model. Decentralised operations and strong partnerships allow us to tailor the offering to each market’s language, culture, and listening habits, while central support functions ensure efficiency and scalability. Strategic pillars Play to win as a team A high-performance, collaborative culture is essential to delivering on our strategy. At Storytel Group, we strive to create an environment where every employee feels empowered, valued, and able to make meaningful contributions to our shared success. We encourage entrepreneurship across the organisation, enabling teams to take ownership, experiment, and continuously develop. This mindset fuels innovation, strengthens cross-functional alignment, and supports long-term growth. Our culture underpins our ambition: to play to win, together. Reinvent how we work, amplified by AI Operational excellence, leveraged by AI and data, is a strategic cornerstone. By simplifying how we work and embedding intelligence across our operations, we aim to increase agility, unlock creativity, and drive sustainable growth. AI-supported workflows already enhance efficiency in areas such as narration, translation, and content adaptation, enabling faster scaling and shorter time-to-market. Disciplined processes and smart automation support profitable expansion and strengthen our ability to deliver stories at scale. Looking ahead, we are adopting operational excellence as a continuous, structured discipline. Our priorities include end-to-end process simplification, AI-enabled automation, and strategic investments in scalable data and machine-learning platforms. We are committed to fostering a collaborative, proactive, and data- driven culture to position Storytel Group as a customer- and author-centric innovator redefining excellence in our industry. Introduction Operations Sustainability Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 22 Strategy

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We have held a leading position in the Nordic audiobook market for the past 20 years. Our presence in Nordic publishing gives us coverage of the entire audiobook value chain, from direct relationships with authors to direct relationships with end users. This strategy has proven successful and has enabled us to reach a leading position in Sweden, Denmark, Norway, and Iceland in terms of subscribers. The Nordics constitute the world’s most mature audiobook market in terms of population penetration. The overall market continues to grow but at a declining rate, and the region is relatively mature compared to most other markets around the world. More than 10% of the total population are regular audiobook consumers, characterised by high engagement levels and a relatively high willingness to pay for audiobook subscriptions. During 2025 the Nordic streaming business added 60k net new subscribers for a total of 1.34m and total streaming revenue of SEK 2.36B, an increase of 5% in constant exchange rates. The Nordic Streaming business demonstrates profitability above the Group average and generates a substantial share of Storytel Group’s profits and cash flows. The strength of the Nordic business lays the foundation for the Group’s capacity to drive growth in markets beyond the Nordics. Revenue growth target ≥ 5% Strategic priorities 2025-2028 Publishing • Grow faster than the industry by leveraging AI for efficiency and strengthening synergies between Publishing and Streaming. • Attract and retain leading authors by being the premier publishing partner and creative collaborator. Nordics Strategic priorities 2025-2028 Streaming • Maintain market leadership and expand the addressable audience of audiobook lovers. • Enhance product offering through a strong catalogue of exclusive content in local languages. • Defend and develop ARPU through continued product innovation and premium experiences. Paying subscribers 1.34M Revenue 2,363 MSEK Revenue growth 2.4% Gross margin 37.4% Introduction Operations Sustainability Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 23 Strategy

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Outside the Nordics, Storytel Group focuses on five additional core markets: The Netherlands, Poland, Bulgaria and Türkiye in Europe and the US in North America. Audiobook penetration in these five markets is lower than in the Nordic markets, whilst the underlying market growth is stronger. In the four European core markets, the aim is to reach market leadership and drive increased adoption. All our European markets support group operating profitability, with only Poland being below the group average due to relatively high marketing investments. The North American operations hold a smaller market share but demonstrate profitability exceeding the Group average. We see a favourable market development in all five of the Non-Nordic core markets. The ambition is to drive growth across all of these markets. We are actively looking for acquisitions in both Publishing and Streaming in these markets, with emphasis on Poland and the Netherlands at this stage. The Group looks to extract additional synergies across our platform, both Streaming and Publishing, between our Nordic markets and our core markets outside the Nordics. In terms of subscriber growth, our core markets outside the Nordics will account for a rising share of new customers. Strategic priorities 2025-2028 Streaming • Enter new European markets with strong potential and low audiobook penetration. • Grow share of market value through premium content and targeted offerings. • Drive category growth by promoting listening habits and innovation across formats. Revenue growth target 15-20% Strategic priorities 2025-2028 Publishing • Expand the publishing footprint through selective M&A and cross- market growth. • Build a leading European publishing player by leveraging group scalability and local strengths. Non-Nordics core Paying subscribers 1.12M Revenue 1,120 MSEK Revenue growth 9.0% Gross margin 48.8% Introduction Operations Sustainability Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 24 Strategy

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Background and market The Polish market offers favourable conditions for Storytel’s subscription-based model. With a deeply rooted reading culture and a significant audiobook audience, consumption is increasingly shifting from unit purchases toward subscription and hybrid models, supporting long-form and recurring listening behavior. Storytel Group announces partnership with Ringier Axel Springer Polska Storytel Group and Ringier Axel Springer Polska (RASP) have launched a flagship partnership, bringing together RASP’s subscription platform Onet Premium, and Story- tel. Through this collaboration, the two companies are joining forces to launch an exclusive bundle subscription package on the Polish market. The partnership represents a significant step for both companies by offering a new and attractive product to the Polish customers. This new package combines Onet Premium featuring exclusive access to media, articles, news and podcasts, and a Storytel subscription provid- ing 15 hours of audiobooks and e-books for 30 days. The collaboration unites two trusted brands, bringing together reliable journalism and access to hundreds of thousands of audiobooks and e-books, expanding Storytel’s footprint in Poland and opening the door to high-quality storytelling from both local and interna- tional creators for millions of listeners. Our footprint in Poland CASE Digital books market growth (Yo Y) 20% Storytel Poland pay- ing user growth (Yo Y) 55% Population reading at least one book annually (market) 43% Audiobook listeners (market) 3-4M Introduction Operations Sustainability Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 25 Strategy

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Outside the ten core markets, our footprint spans over 15 additional markets. Selective prioritisation determines which of these markets can be moved into new core markets. The growth strategy is capital-efficient and demands solid returns on marketing spend. For the rest of the world segment, partnerships constitute a central part of the strategy and are expected to play a crucial role in generating subscriber growth. At this stage, the segment generates a small share of Streaming revenues, while most of the markets are generating positive EBITDA. Rest of world Strategic priorities 2025-2028 Streaming • Focus on 3–5 priority markets with strong long-term potential. Revenue growth target 5-10% Strategic priorities 2025-2028 Publishing • Leverage synergies between Publishing and Streaming to enhance content value. Paying subscribers 0.21M Revenue 173 MSEK Revenue growth 3.6% Gross margin 37.0% Introduction Operations Sustainability Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 26 Strategy

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Improved user experience and product development Market expansion and local partnerships Launch of Pay Per Book Consumption on-the-go Storytel launched several product features aimed at making listening and reading more intuitive and seamless. Story Scan allows users to discover titles by scanning book covers, while Synced Listening enables a smooth transition between e-books and audiobooks. A new USBN identifier improved metadata quality and content discoverability across the platform. Expansion continued with the launch of Storytel in Estonia, a strategic partnership with RDF Media in Chile, and a collaboration with Onet to deliver a unique offering to audiences in Poland. By combining Storytel’s platform and expertise with local market knowledge and production capabilities, these initiatives strengthen the Group’s international footprint and support a locally relevant growth strategy. Storytel expanded its offering with thousands of international English- language audiobook titles from leading publishers, available for individual purchase directly in the app. The initiative complements Storytel’s core subscription model and responds to growing demand for English content, particularly among younger users. The first rollout covered Sweden, Denmark, and the Netherlands. Audiobooks are increasingly integrated into everyday life. Storytel enables users to listen while commuting, exercising or managing daily routines. With a wide offering, personalized recommendations and easy-to-use features, Storytel supports flexible consumption and meets the growing demand for stories anytime, anywhere. The platform’s growth is driven by continuous product development, market expansion and a steadily evolving customer offering. Through new features, strategic partnerships and flexible subscription models, we strengthen our platform and deepen engagement across markets. Together, these initiatives support both near-term performance and long-term growth. Initiatives and drivers Introduction Operations Sustainability Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 27 Strategy

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In 2025, Storytel Group further integrated artificial intelligence across its Publishing and Streaming operations to support efficiency, scalability and quality. AI-supported workflows were used in areas such as translation, narration and audiobook production, enabling faster processes and more efficient use of resources. At the same time, continued investments in technology supported a better listening experience. Improvements in discovery and production tools made it easier for users to find relevant content and enjoy high-quality audio across platforms. Storytel Group’s AI strategy focuses on improving operational efficiency and freeing up resources for editors, narrators and authors to prioritise creative storytelling. By using technology responsibly, we strengthen scalability and user experience while keeping human creativity at the core. AI translations AI narrations 2022 2023 2024 2025 AI initiatives • Next-level content discovery — a fully personalised content discovery with AI. • AI-powered search — making it easier for users to find content based on themes or interests, not just titles and authors. • Storytel USBN — a universal standard book number linking different editions and translations of the same book. • Voice Switcher — enables listeners to switch between human and AI-powered narrators, allowing for a more personalised listening experience. • New Horizon — an audiobook experiment by AI author Rosi Lett exploring the creative potential of generative AI while underscoring the continued importance of human authorship. AI as a driver of efficiency and scalable production AI – a key driver for efficiency Introduction Operations Sustainability Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 28 Strategy

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To lead the future of storytelling, the Storytel Group Board has set a group of financial targets for 2028. The desired growth and profitability levels are expected to be supported by key drivers and market developments presented below. Storytel Group in 2028 >10% >20% <1.5x 9.0% 18.8% -0.18x TOTAL REVENUE CAGR CER Adjusted EBITDA MARGIN NET DEBT / EBITDA Financial targets Outcome 2025 Outcome 2025 Outcome 2025 Key drivers Market in 2028 GLOBAL BOOK PUBLISHING MARKET GLOBAL AUDIOBOOK MARKET ≈ 16% CAGR ≈ 4% CAGR 2024 2024 2028 2028 Operational growth drivers • Underdeveloped market with strong market potential • Attracting authors • Differentiated content offer • Dynamic offering • Funnel optimization Strategic accelerators • Selective M&A Profitability drivers • Improving LTV/SAC Ratio • Declining COGS % of Revenue • Declining Overhead % of Revenue Outlook and financial targets $7Bn $123Bn $144Bn $13Bn Introduction Operations Sustainability Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 29 Strategy

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Sustainability report General Information Environmental Information Social Information Governance Information 32 40 43 50 STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 3030

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Introduction Legacy pillar Core Value New ESG Category Footprint Wellbeing of the Planet Environmental (E) Brainprint Wellbeing of the Customers Social (S) Fingerprint Wellbeing of the Employees Social (S) Fingerprint Wellbeing of the Partners Social (S) / Governance (G) Cross-pillar Accountability and Ethics Governance (G) Reporting Scope and Framework The Storytel AB (publ) Sustainability Report covers the financial year concluding on 31 December 2025. This report reflects our continuous commitment to providing stakeholders with transparent, comparable, and reliable insights into our environmental, social, and governance (ESG) performance. The Sustainability Report has been prepared in accordance with the Annual Accounts Act, Chapter 6, Section 10-13, according to the prior wording that was in effect before 1 July 2024. To maintain a high standard of accountability, we have further developed our sustainability reporting on a voluntary basis, drawing inspiration from the Corporate Sustainability Reporting Directive (CSRD). While Storytel Group is not currently within the mandatory scope of the directive, we have chosen to align elements of our reporting with its structure to enhance transparency and comparability. This has supported our transition from legacy sustainability pillars to a more globally recognised ESG framework, reflecting both long-term ambitions and the evolving expectations of our stakeholders. Furthermore, our commitment to the UN Global Compact and its Ten Principles, which we joined in 2021, remains steadfast, guiding our actions toward the wellbeing of people and the planet. Aligning Our Sustainability Disclosure In alignment with our 2025 objective, this year’s reporting cycle represents a further step in the development of our methodology. Historically, Storytel’s sustainability efforts were categorized under a proprietary three-pillar approach: Footprint (Planet), Brainprint (Customers), and Fingerprint (Employees and Partners). In a strategic shift to enhance comparability and clarity, we are now transitioning these focus areas into the universally recognized Environmental (E), Social (S), and Governance (G) framework. This alignment allows us to leverage the standardized disclosure requirements of the European Union while maintaining the core values that have always driven our sustainability agenda. Introduction Operations Strategy Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 31 Sustainability

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Reporting Boundary and Financial Control Consistent with our financial reporting, Storytel Group applies a financial control approach to its sustainability disclosures. This means the sustainability statements are prepared on a consolidated basis with the same scope as our financial statements. The report encompasses the Parent Company, Storytel AB (publ), and all subsidiaries controlled directly or indirectly by the Group. This unified boundary supports a cohesive approach to our reporting across both the Streaming and Publishing business segments. While Storytel Group is not subject to mandatory sustainability reporting requirements, we apply a comply-or-explain approach to ensure transparency and credibility in our voluntary disclosure. Value Chain and Impact Mapping Our commitment to sustainability extends beyond our internal operations. This statement covers material impacts, risks, and opportunities (IROs) connected to Storytel Group through our direct and indirect business relationships across the upstream and downstream value chain. We have mapped these relationships by carefully considering our activities, services, products, and the various geographic locations in which we operate. Time horizons The time horizons considered in this reporting follow the ESRS guidelines, and are grounded, wherever possible, in Storytel’s enterprise risk man - agement (ERM) framework to ensure consistency. • Short-term is the period adopted as the reporting period in our financial statements. • Medium-term is from the end of the short-term period up to five years. • Long-term is defined as beyond five years. The following sections detail the governance structures, strategic imperatives, and materiality assessment process that underpin Storytel Group’s sustainability commitments and performance. General Information Basis for Preparation Introduction Operations Strategy Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 32 Sustainability

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Sustainability Governance Storytel Group maintains a governance structure designed to ensure accountability, strategic oversight, and long-term value creation for our shareholders and stakeholders. Effective governance provides the strategic architecture for integrating sustainability into our core business. Diversity Policy - Board of Directors Storytel Group, through the nomination committee, strives for the Board to have a composition that is appropriate with regard to the companyʼs operations, development stage and other conditions. This composition is characterized by versatility and breadth regarding the competence, experience, age, education and professional background of the members elected by the AGM. The nomination committee strives to ensure diversity and equal gender representation on the Board. Division of responsibilities As of December 31, 2025, our governance structure is designed to drive the “2028 Storytel Group Strategy”. The composition and diversity of our primary governing bodies, presented by headcount, are summarised below. The Board of Directors is responsible for the Group’s annual governance cycle, including sustainability, encompassing the review and approval of related goals, policies, and processes. Progress against objectives is documented within the annual Sustainability Report, which is subject to the Board’s final review and approval. Within the Board of Directors, the Audit Committee convenes at least five times per year and holds specific responsibility for ensuring Group compliance with the applicable requirements concerning environmental, social, and governance (ESG) matters. The Audit Committee oversees strategic and systematic sustainability work across the business, manages goal-setting and reporting processes, strengthens relations with external stakeholders, operates with high business ethics, and supports the Board in fulfilling its responsibilities. Risk Management and Internal Controls over Sustainability Reporting Sustainability risks and controls are integrated into Storytel Group’s broader Enterprise Risk Management (ERM) and Internal Control frameworks to ensure data accuracy and regulatory compliance across all disclosures. Our Enterprise Risk Management includes a dedicated annual assessment to prioritize sustainability risks based on their impact and likelihood. This process evaluates factors— such as regulatory requirements and data reliability—that could affect reporting integrity. The most significant risks are reported to the Group Executive Management Team for their final assessment, then consolidated into the corporate risk report for Audit Committee oversight. To ensure the reliability of our sustainability data, Storytel Group utilizes a structured internal control system based on process mapping and documented risks and controls. This framework identifies critical data points where errors could occur, and implements specific control activities to mitigate risks. These controls are continuously monitored to ensure their effectiveness, providing a clear audit trail from raw data to the final sustainability disclosures. Body Total Members Executive Non-Exec Women (%) Men (%) Independent (%) Board of Directors 7 0 7 43% 57% 86% Executive Management Team 10 10 - 60% 40% N/A Note: There are currently no formal employee representatives on the Board; however, employee perspectives are integrated via the Chief People Officer and direct engagement with the Group Executive Management Team. Introduction Operations Strategy Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 33 Sustainability

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Strategy, Business Model, and Value Chain Storytel Group aspires to lead in innovative storytelling by bridging the gap between world-class publishing and cut - ting-edge technology. Our business model—the engine for our value creation and sustainability strategy—is organ - ized into two core segments: • Streaming: Operating in 25+ markets under brands like Storytel, Mofibo, and Audiobooks.com, this segment delivers stories in over 55 languages, tailored for the modern digital lifestyle. • Publishing: Comprising renowned houses like Norstedts Publishing Group, Gummerus, People’s, Lind & Co, Bokfabriken, and Storyside, this segment creates and distributes content and stories across printed book, audiobook, and e-book formats. By integrating these business areas, we manage our oper - ational value chain to address material impacts, risks, and opportunities (IROs), ensuring that our growth aligns with our sustainability commitments. The Group's value chain extends from content creation to final consumption: • Upstream: Key upstream activities include content creation in partnership with authors, studios, and narrators; paper production for our print books by specialized paper suppliers; and the technical infrastructure provided by data centers, such as Google Cloud Services, which power our digital platform. • Own Operations: Our core operations are organized within the two business segments, Streaming and Publishing, which work in synergy to produce and distribute stories. • Downstream: The downstream value chain is characterized by the impact of our streaming platform in digitizing literature and making it widely accessible, as well as the distribution of physical books through environmentally conscious logistics partners to retailers and end consumers. This integrated business model and value chain form the basis for our systematic process of identifying the most significant sustainability-related issues relevant to our op - erations and stakeholders. Introduction Operations Strategy Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 34 Sustainability STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025

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Value chain Transport Servers – Data centers Studios Usage – Streaming by end-users Distribution Delivery to end-users Streaming service sales Audiobook production UPSTREAM OWN OPERATIONS DOWNSTREAM 1 Transport1 1 1 3 1 3 Paper production 1 3 1 3 1 3 Consumers and end-users7 8 9 10 11 12Workers in the value chain6 10 11 12 1 3 1 3 Own workforce42 5 10 11 12 Book production1 3 1 Climate change mitigation 2 Climate change adaptation 4 Working conditions - Own workforce 5 Equal treatment and opportunities for all 6 Working conditions - Workers in the value chain 7 Information-related impacts for consumers and/or end-users 8 Personal safety of consumers/end-users 9 Social inclusion of consumers and/or end-users 10 Corporate culture 11 Protection of whistleblowers 12 Corruption and bribery prevention and detection including training 3 Energy Material sub topics Introduction Operations Strategy Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 35 Sustainability

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Process to Identify and Assess Material Topics The Double Materiality Assessment (DMA) is the compass that directs Storytel Group’s sustainability strategy toward the issues where we can make the greatest impact. In 2024, we conducted a rigorous, systematic assessment to identify our most significant impacts, risks, and opportunities (IROs) from both an Impact and a Financial perspective. The 2024 Foundation Our comprehensive 2024 assessment involved: • Stakeholder Engagement: Targeted interviews and collaborative workshops with a range of internal and external stakeholders to gather diverse perspectives on sustainability priorities. • Identification of IROs: Identifying and evaluating a broad spectrum of potential impacts, risks, and opportunities, which formed the basis for determining materiality. • Internal Expertise: Internal leads provided deep- dive insights and knowledge of key stakeholders and sustainability topics to provide expert insights into relevant matters and to assist in the assessment of IROs. • Review and Scoring: A meticulous review and scoring process was performed on each sustainability matter during multiple interviews and workshops using methodologies aligned with ESRS guidelines and integrated into our Enterprise Risk Management (ERM) framework. This structured process provided a robust foundation for defining our material topics, which are detailed in the subsequent section. 2025: A Y ear of Strategic Consistency For the 2025 reporting period, Storytel Group has elected to maintain the material topics identified in the previous year. This decision allows us to focus on the following: • Reporting Maturity: Maintaining our 2024 sustainability topics supports our ambition to strengthen data collection and reporting processes across the entire Group. This approach ensures consistency and comparability over time while we gradually transition toward a more standardized, future-oriented format. • Regulatory Monitoring: We continue to monitor evolving EU sustainability regulations and initiatives aimed at simplifying reporting. These developments guide our long-term reporting evolution without altering the scope of this year’s voluntary disclosure. Introduction Operations Strategy Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 36 Sustainability

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Material Impacts, Risks, and Opportunities Storytel Group’s Material and Double Material ESRS sub-topics Financial materiality • Climate change adaptation • Corruption and bribery prevention and detection including training G1 E1 Double materiality • Equal treatment and opportunities for all • Working conditions for own workforce • Working conditions for workers in the value chain • Information-related impacts for consumers and end-users S4 S2 S1 S1 Impact materiality • Energy • Climate change mitigation • Personal safety for consumers and end-users • Social inclusion of consumers and end-users • Corporate culture • Protection of whistleblowersG1 G1 S4 S4 E1 E1 Non material • Pollution of soil • Direct impact drivers on biodiversity loss • Resource inflows • Waste • Other work-related rights (Own WF) • Other work-related rights (WVC) • Affected communities • Rights of indigenous people • Management of relationships with suppliers • Political engagement • Pollution of air • Pollution of water • Impacts on the state of species • Resource outflows • Equal treatment and opportunities for all (WVC) • Rights of affected communities 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 – – R + + R R + +/– R + + R + – R The Storytel Group’s sustainability strategy is directed by the full set of material impacts, risks, and opportunities (IROs) identified in our Double Materiality Assessment (DMA). This assessment guides our transition to the Environmental, Social, and Governance (ESG) framework, establishing core material topics across all three pillars. These include Environmental matters (E1 Climate change), such as climate change mitigation, adaptation, and energy; Social commitments (S1 Own Workforce, S2 Workers in the Value chain, and S4 Consumers and End-users); and key Governance issues (G1 Business conduct), encompassing corporate culture, protection of whistleblowers, and anti-corruption. The table presents the definitive outcomes of Storytel Group’s DMA. These topics form the core of our 2025 Sustainability Report and guide our resource allocation across our Streaming and Publishing segments. Environmental Social Governance Positive+ Negative– OpportunityO RiskR Introduction Operations Strategy Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 37 Sustainability

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Topic Sub-topic IRO name IRO type Value chain Time horizon E1 Climate change Climate change mitigation Direct and indirect GHG emissions, Scope 1-3 Actual negative impact Upstream/ Own operations/ Downstream Short-term/ Medium-term/ Long-term Climate change adaptation Inability to measure emissions Risk Own operations Short-term/ Medium-term Energy Energy consumption and mix in Scope 1-3 Actual negative impact Upstream/ Own operations/ Downstream Short-term/ Medium-term/ Long-term S1 Own workforce Working conditions Working time / Work-life balance (Flexible work - place) Actual positive impact Own operations Short-term/ Medium-term Working conditions Working time Risk Own operations Short-term/ Medium-term Equal treatment and opportunities for all Diversity, Equity, Inclusion, Belonging (DEIB) Risk Own operations Short-term/ Medium-term S2 Workers in the value chain Working conditions Job opportunities Opportunity Upstream Short-term/ Medium-term Working conditions Industry evolution driven by AI and technology Risk Upstream Short-term/ Medium-term S4 Consumers and end-users Information-related impacts for consumers and/or end- users Privacy Potential negative impact Upstream/ Own operations/ Downstream Short-term/ Medium-term Information-related impacts for consumers and/or end- users Privacy Risk Upstream/ Own operations/ Downstream Short-term/ Medium-term Personal safety Health and safety Actual positive impact Downstream Short-term/ Medium-term Social inclusion of consumers and/or end-users Access to products and services Actual positive impact Own operations/ Downstream Short-term/ Medium-term G1 Business conduct Corporate culture Code of Conduct Actual positive impact Upstream/ Own operations/ Downstream Short-term/ Medium-term Protection of whistleblowers Whistleblower process Potential negative impact Upstream/ Own operations/ Downstream Short-term/ Medium-term Corruption and bribery prevention and detection including training Anti-Corruption and Bribery Risk Upstream/ Own operations/ Downstream Short-term/ Medium-term Material impacts, risks and opportunities Introduction Operations Strategy Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 38 Sustainability 38STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025

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Adopted policies to handle material IROs The following sections will provide detailed disclosures on these identified material topics, beginning with Environmental matters related to climate change. Steering document Description Scope Connection to international frameworks and conventions Document owner Decision level Availability Group Code of Conduct Defines the ethical principles and values that guide our business conduct and interactions. Group UN Global Compact, OECD Guidelines for Multinational Enterprises CEO Board of Directors Internal document Supplier Code of Conduct Sets out the environmental, social, and ethical requirements for our suppliers and partners. Upstream value chain UN Global Compact CEO Board of Directors External website Anti-Bribery and Corruption Guideline Instructions to prevent, detect, and respond to bribery and corrupt business practices. Group UN Global Compact Legal department General Counsel Internal document Group Whistleblowing Instruction Provides a secure channel for reporting misconduct and outlines the handling process. Group EU Whistleblowing Directive People department General Counsel Internal document Risk Management Policy Framework for identifying, assessing, and managing risks, including sustainability risks. Group COSO Framework CFO Board of Directors Internal document Information Security Policy Defines the overall principles, governance, and management of Storytel's information security program. Group ISO/IEC 27001 CPTO Board of Directors Internal document Internal Privacy Policy Governs the processing of personal data internally. Group GDPR CEO Board of Directors Internal document External Privacy Policy Governs the processing of personal data towards consumers. Downstream value chain GDPR CPTO Board of Directors External document IT Policy Defines proper use of IT assets including hardware, software, and third-party services and systems. Group N/A CPTO Board of Directors Internal document Introduction Operations Strategy Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 39 Sustainability

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E1 Climate Change Storytel Group is committed to identifying and reducing the environmental footprint of our direct and indirect operations. In 2025, we evolved our legacy “Footprint” pillar—representing our physical and digital impact—into a structured management of climate-related impacts. By establishing a reliable and accurate data baseline across our Streaming and Publishing segments, we create a transparent foundation for our long-term environmental stewardship and future climate disclosures. Climate Strategy and Perspective Our environmental strategy is integrated into our business model using a financial control approach. While we do not yet have a formal 1.5-degree transition plan, we will focus on establishing a grounded, full GHG disclosure for the coming reporting periods. Sub-topic IRO name Description Value chain E1 Climate change Climate change mitigation Direct and indirect GHG emissions, Scope 1-3 Greenhouse gas emissions are generated by Storytel Group on the publishing side by paper mills, printing factories and transportation, and on the streaming side by both data centers and end-users. Upstream/ Own operations/ Downstream Climate change adaptation Inability to measure emissions There is a risk that even if Storytel Group tracks climate related data we fail in reducing our emissions due to not having a clear climate change strategy including clear targets for emission reductions. Own operations Energy Energy consumption and mix in scope 1 - 3 The energy consumption for the streaming service is managed by Google and mainly consists of renewable energy. In publishing, the transportation services are users of fossil fuel energy sources, which cause GHG emissions when combusted. The paper mills and printing facilities have a mix of renewable energy, recycled energy, sawmill chips and more. Upstream/ Own operations/ Downstream Environmental Information Introduction Operations Strategy Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 40 Sustainability

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Policies and Guidelines for Environmental Footprint Storytel Group utilizes a comprehensive suite of policies and guidelines to govern its environmental impact and ensure high standards of business conduct. Code of Conduct: The Group-wide Code of Conduct establishes the fundamental expectation that all employees and representatives act as stewards of the environment. In alignment with the UN Global Compact’s Ten Principles, the commitment to operating sustainably is guided by three core environmental pillars: • Precautionary Approach: Support for a precautionary approach to environmental challenges, ensuring that potential risks are mitigated throughout the decision- making process. • Promoting Responsibility: Active support for initiatives that promote greater environmental responsibility across both the streaming and publishing segments. • Clean Technology: Encouragement of the development and diffusion of environmentally friendly technologies, particularly within digital infrastructure and distribution models. Travel Instructions: To manage the carbon footprint from business travel, Storytel Group promotes and encourages digital collaboration as the default option across all business segments, with local adaptations to fit specific operational needs. When travel is necessary, rail is preferred over air, and employees are encouraged to choose lower-emission transport modes to reduce the overall carbon intensity of business travel. Supplier Code of Conduct: Recognizing that environmental impact extends across the value chain, the Supplier Code of Conduct requires partners to uphold high environmental standards. This is particularly critical in addressing upstream emissions from manufacturing and logistics. Suppliers are expected to implement continuous improvement plans for energy conservation and the use of sustainable materials. Actions related to Climate Change Our environmental actions are tailored to the distinct operational characteristics of our two business segments: 1) Google’s 2025 Environmental Report Publishing: Resource Stewardship and Circularity The Publishing segment focuses on the lifecycle of physical books and the efficient use of raw materials. This focus on resource efficiency not only reduces our environmental impact but also supports our financial performance through optimized production. • Sustainable Sourcing: Nearly 100% of our books are printed on Forest Stewardship Council (FSC)-certified paper. We collaborate with both printers and paper mills to develop lower-impact, lower-grammage paper grades to reduce the total material footprint per book. • Circularity and Recycling: We utilize demand forecasting and sales data to minimize overproduction. In Sweden, 70 percent of all unsold books are recycled via our partner, Speed Logistics, where they are baled and returned to paper mills for reuse. Unsold or damaged books are sent to energy recovery or material recycling, never to landfill. • Logistics: We avoid air freight for book distribution to minimize transportation intensity. Streaming: Digital Efficiency and Cloud Infra- structure As a digital-first segment, a significant portion of our environmental footprint is associated with data storage and streaming, which is why we focus on the energy efficiency and carbon intensity of our platform. • Carbon-Free Hosting: Our service is powered by Google Cloud, a provider committed to reaching net-zero emissions and operating on 24/7 carbon-free energy by 20301. • Cloud Optimization: We focus on cloud utilization optimization—identifying underutilized resources and implementing architectural changes to improve energy efficiency and reduce digital waste across our streaming platform. Introduction Operations Strategy Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 41 Sustainability

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Energy Consumption and Greenhouse Gas (GHG) Emissions For the 2025 reporting period, our primary focus has been the comprehensive consolidation of Scope 1 and Scope 2 emissions across the Storytel Group. In parallel, we have initiated a comprehensive mapping of our Scope 3 value chain emissions. This ongoing work focuses on identifying high-impact categories across both segments to ensure that future disclosures are grounded in a verifiable and complete dataset. While quantitative Scope 3 data is absent from this report, this mapping is a critical step toward a full emissions profile. Greenhouse Gas (GHG) Emissions Scope 1 and 2 Our GHG emissions profile reflects the operational footprint of Storytel Group’s global offices. Prepared on a consolidated basis, this data encompasses the same entities as our financial reporting across both our Streaming and Publishing segments. Accounting Principles and Data Quality To ensure the highest level of accuracy, we apply a two- part data hierarchy: Primary Data is sourced directly from utility providers or landlord-verified statements, while Estimated Data is used only where primary data is unavailable, using m² intensity factors or extrapolated consumption patterns. We view data integrity as an ongoing process of refinement. We are continuously working to improve our data collection methods and internal controls to provide an increasingly robust basis for our climate reporting. This includes transitioning from estimated to primary data sources wherever possible to enhance the granularity and reliability of our environmental disclosures. Reporting Methods Scope 1 (Direct): Includes emissions from sources owned or controlled by the Group, primarily related to heating in our office facilities in the form of stationary combustion (e.g. natural gas). Scope 2 (Indirect): Encompasses purchased electricity, heating, and cooling consumed by the Group. We use dual-reporting to provide transparency: • Location-based: Reflects the average emissions intensity of the local grids where our energy is consumed. • Market-based: Reflects emissions from electricity that has purposefully been chosen (including renewable energy certificates where applicable). 2025 Consolidated Emissions Table The following data is managed and aggregated via our internal sustainability system, covering all controlled entities within the Group’s financial reporting boundary. GHG Emissions (tCO₂e) Streaming Publishing Group Total (2025) Scope 1 52.9 0.0 52.9 Scope 2 (Market-based) 81.0 14.2 95.2 Scope 2 (Location-based) 74.4 17.9 92.3 Total Scope 1 and 2 (Market-based) 133.9 14.2 148.1 Beyond our environmental footprint, our sustain - ability is powered by the people who drive our in - novation. This commitment to social stewardship begins with the engagement and development of our own workforce. Introduction Operations Strategy Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 42 Sustainability 42STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025

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S1 Own Workforce Storytel Group’s success is powered by the creativity, dedication, and talent of our employees. We are committed to fostering a diverse, equitable, and inclusive workplace that promotes engagement, development, and well-being for everyone. Historically captured under our “Fingerprint” pillar, our commitment to the well-being of our employees has evolved into a strategic priority within our Social (S) disclosures. In 2025, Storytel Group took a decisive step in strengthening its leadership by recruiting a Chief People Officer (CPO) to the Group’s Executive Management Team (EMT). This ensures our human capital strategy, ranging from talent development to diversity and inclusion, is represented at the highest level of decision-making. Our commitment to representation is reflected in the composition of our leadership. As of year-end 2025, the EMT comprised 60% female representation (6 women and 4 men). We believe this parity at the top is a vital indicator of our inclusive culture and sets the standard for our broader workforce across all 25+ markets. Under the guidance of the CPO, we continue to evolve our people strategy, ensuring that Storytel remains a place where every employee can thrive and contribute to the future of storytelling. Social Information Sub-topic IRO name Description Value chain S1 Own workforce Working conditions Working time / Work-life balance (Flexible workplace) Employees are part of a safe working environment with transparent and compliant employment terms and benefits. To promote work-life balance, Storytel Group offers market-adapted benefits such as flexible working times, hybrid work, public flexible holidays and parental leave pay. Own operations Working conditions Working time Employees may be exposed to excessive working hours. Consistently long hours can increase the likelihood of fatigue, reduced productivity, and health issues such as burnout, stress-related illness, and sick leave. It can also negatively affect work–life balance and retention. Own operations Equal treatment and opportunities for all Diversity, Equity, Inclusion, Belonging (DEIB) If employees do not feel respected, represented, and psychologically safe, Storytel Group may face challenges attracting and retaining diverse talent, with potential impacts on engagement, innovation, and reputation. Own operations Introduction Operations Strategy Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 43 Sustainability

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Storytel Group is committed to a workplace built on inclusion, psychological safety, and mutual trust. The Group Code of Conduct is centered on respect and inclusion, requiring that everyone is treated with kindness and fairness. There is a zero-tolerance toward any form of bullying, discrimination, harassment, or racist statements. The Group fosters an environment where everyone has the right to be heard, feel valued, and report concerns without fear of retaliation. The Group Code of Conduct is also complemented by segment-specific policies and guidelines for Streaming and Publishing. Proactive Engagement and Wellbeing Storytel Group’s responsibility as an employer is managed by combining proactive engagement with robust protective frameworks. To maintain a healthy work-life balance, risks such as excessive working hours are actively monitored through regular surveys and manager dialogues, allowing for the reprioritization of resources and adjustment of workloads when needed. These efforts are supported by segment-tailored resources, including occupational health services and confidential counseling, which encourage a culture where employees feel safe seeking support early. Equity and Inclusion The commitment to safety extends to a focus on equity and inclusion. Active measures are taken to ensure that recruitment and career development are inclusive and fair across all markets, strengthening the ability to attract and retain global talent. These standards are upheld through clear routines for confidential case handling, ensuring that any instances of unfair treatment are addressed swiftly and that every employee remains protected. Storytel Group is committed to fair business and respecting the dignity and rights of people across the value chain. Trusted channels are provided for employees to raise concerns, including internal reporting via managers or Group functions (People and Legal) and an anonymous third-party whistleblowing channel for serious irregularities. More about the whistleblowing process is available under G1 Business Conduct. All reports follow a structured, confidential process of assessment, investigation, and resolution. Strict non- retaliation is upheld and remediation actions—such as process improvements, training, or disciplinary measures— are taken when issues are confirmed. To ensure long-term effectiveness, reporting trends, engagement surveys, and periodic procedural evaluations are continuously monitored. Policies, Management and Remedy Raising Concerns and Remediating Impacts Introduction Operations Strategy Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 44 Sustainability

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Key Metrics on Own Workforce The following table presents key diversity, engagement and wellness metrics for our workforce as of the end of the 2025 financial year, disaggregated by the Streaming and Publishing segments. Engagement Wellness 7.7 out of 10 7.4 out of 10 Streaming GENDER DISTRIBUTION (EMPLOYEES) GENDER DISTRIBUTION (MANAGERS) AGE DISTRIBUTION (EMPLOYEES) 59% 52% 13% 6% 81% 40% 48% <1% Female Female <30 Male Male 31-50 Other 50+ Engagement Wellness 7.3 out of 10 6.6 out of 10 Publishing GENDER DISTRIBUTION (EMPLOYEES) GENDER DISTRIBUTION (MANAGERS) AGE DISTRIBUTION (EMPLOYEES) 84% 70% 3% 41% 56% 16% 30% Female Female <30 Male Male 31-50 50+ Publishing’s (Lind & Co, Bokfabriken excluded) Engagement Score is based on every second month Engagement Survey results. No benchmark is available. The Wellness Score external benchmark (all industries) is 7.6. Streaming’s (AudioBooks excluded) Engagement Score is based on monthly Engagement Survey results. The external benchmark (all industries) is 7.8. The Wellness Score external benchmark (all industries) is 7.6. Introduction Operations Strategy Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 45 Sustainability

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S2 Workers in the Value Chain Storytel Group’s legacy is built on the belief that a resilient storytelling ecosystem depends on the fair treatment and creative freedom of those who bring stories to life. We prioritize equitable working conditions and financial viability across our value chain, ensuring that everyone— from authors and narrators to physical supply chain partners—can thrive. The streaming business utilizes an “access-based” model designed to drive industry longevity. By offering access rather than ownership, and providing a subscription plan that enables unlimited consumption, we have helped make the audiobook a vital format for a global audience. This model ensures stories remain discoverable long after their release; in 2025, backlist titles (those released over a year ago) accounted for 62% of all consumption. This allows our diverse catalog with over 1.8 million titles—featuring the work of more than 600,000 authors—to find new audiences indefinitely. Since inception in 2005, Storytel has paid out over 10 billion SEK in remuneration to publishers worldwide. By focusing on a volume-driven ecosystem rather than high unit prices, we’ve demonstrated that the key to enhancing creator compensation is by attracting a growing, engaged subscriber base. Sub-topic IRO name Description Value chain S2 Workers in the value chain Working conditions Job opportunities The Storytel Group has a positive impact on the industry by creating job opportunities and investing in growing the digital audiobook market. Upstream Working conditions Industry evolution driven by AI and technology As the industry and value chain evolve, there are risks related to secure employment and adequate wages driven by the use of AI and other technology. Upstream Introduction Operations Strategy Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 46 Sustainability

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We manage our responsibility toward value chain workers through established policies designed to ensure fairness and the protection of creative rights. • Supplier Code of Conduct: This is our primary governance tool for managing social impacts across our digital and physical value chains. It sets clear expectations regarding human rights and fair labor practices, requiring all partners to operate in alignment with UN Global Compact principles. • Human Rights and Freedom of Speech: Storytel Group’s publishing houses maintain active memberships in key national and international organizations to protect freedom of expression and creative rights. This includes engagement with PEN Organizations, the International Publishers Association, and the World Expression Forum (WEXFO). • Grievance Mechanisms: A secure third-party whistleblowing channel is available for all value chain stakeholders to report serious irregularities, providing an independent mechanism for identifying and addressing potential negative impacts. Policies, Management and Remedy Introduction Operations Strategy Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 47 Sustainability 47STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025

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S4 Consumers and end-users Storytel Group’s purpose is to enhance wellbeing through stories. This commitment is rooted in our Brainprint legacy—the belief that stories have the power to foster empathy, promote literacy, and support mental health. As we transition to the ESG framework, we focus on our responsibility toward our 2.6 million+ subscribers by ensuring that stories remain a vital, inclusive gateway to relaxation and cognitive development. We believe audiobooks are a primary driver of social inclusion, offering visually impaired and neurodiverse individuals an accessible path to literature through digital innovation. Sub-topic IRO name Description Value chain S4 Consumers and end-users Information- related impacts for consumers and/or end-users Privacy Potential negative impact primarily relates to data breaches that could expose consumers’ personal information. Insufficient control over personal data collection. Upstream/ own operations/ downstream Information- related impacts for consumers and/or end-users Privacy Risks primarily relate to data breaches that could expose consumers’ personal information. Insufficient control over personal data collection. Upstream/ own operations/ downstream Personal safety Health and safety There are well-researched benefits of consuming stories for mental health as the brain releases the “feel-good hormone” oxytocin 1, which can help people relax and unwind2. Storytel Group wants to help people read more, and our purpose is to empower and enhance the wellbeing of people through stories. Downstream Social inclusion of consumers and/or end-users Access to products and services Storytel Group works to develop inclusive and accessible products, making accessibility criteria an integral part of product development. Audiobooks themselves make books more accessible for visually impaired and neurodiverse people. Own operations/ Downstream 1) How Stories Change the Brain by Paul Zak in the Greater Good Magazine, 2013. https:/ /greatergood.berkeley.edu/article/item/how_stories_change_ brain Storytelling increases oxytocin and positive emotions and decreases cortisol and pain in hospitalized children by G. Brockington, A. Gomes Moreira, M. Buso, S. da Silva, E. Altszyler, R. Fischer and J. Moll, 2021. https:/ /www.pnas.org/content/118/22/e2018409118 2) Reading can help reduce stress according to University of Sussex by Andy Chiles in The Argus, 2009. https:/ /www.theargus.co.uk/news/4245076.read- ing-can-help-reduce-stress-according-to-university-of-sussex-research/ Introduction Operations Strategy Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 48 Sustainability

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Storytel Group’s social impact is driven by the accessibility of our platform and protected by the integrity of our digital infrastructure. To manage the risks identified in our materiality assessment (see table on page 37), we maintain a robust governance framework that ensures high standards of business conduct across the entire Group. Cyber Security and Data Protection Information security and data protection are fundamental to building and maintaining the trust of Storytel Group’s customers, investors, partners, and employees. Robust security practices are essential for delivering our streaming service, achieving our business objectives, and ensuring regulatory compliance across the Storytel Group. Storytel Group maintains a comprehensive information security program managed by a dedicated organization, governing documents, and standardized processes. Our policy framework, reviewed annually by the Board of Directors, ensures consistent protection across all business operations. Key policies include: • Information Security Policy: Establishes core principles for data Confidentiality, Integrity, and Availability. • IT Policy: Defines the secure use and maintenance of hardware, software, and third-party systems. • External Privacy Policy: Provides transparency to consumers regarding data collection, processing, and retention. • Internal Privacy Policy: Outlines internal accountabilities and standards for processing personal data in compliance with applicable laws. These policies are supported by detailed procedures to ensure a consistent security posture. Management and Oversight Security is managed by a dedicated team, supported by a Data Protection Officer (DPO) and Data Protection Coordinators (DPCs) within specific business functions. We take a proactive approach by integrating security and data protection throughout the entire software lifecycle. Key components of our program include: • Awareness Training: Employees and contractors receive continuous information security and data protection training. • Vulnerability Management: We maintain a private Bug Bounty and vulnerability disclosure program to identify and remediate risks proactively. • Third-Party Security: Due diligence is conducted on all new vendors, with strict security requirements incorporated into service agreements. • Compliance: No affiliate may deviate from these standards unless required by local legislation. Grievance Mechanisms Consumers can voice concerns through the Storytel Help Center and dedicated support channels. These insights inform our product development and content strategies, ensuring the “Voice of the Customer” remains central to our Brainprint legacy. Our commitment to our community and workforce is part of a broader dedication to ethical business conduct, which is governed by the Group-wide principles outlined in the following section. Storytel Group leverages technology to support lifelong learning and bridge the “literacy gap” for a new generation by providing a productive digital alternative to passive screen time. Our social contribution scales with our community; in 2025, over 1.25 million people consumed at least one book per month on our platform, utilizing stories as a cornerstone for education and empathy. This work is complemented by various initiatives that demonstrate how we translate our social commitment into practice: • Inclusive Design and Learning: We integrate accessibility criteria throughout our product lifecycle to support visually impaired and neurodiverse users. A key 2025 milestone was the launch of synchronized listening and reading, a multisensory innovation designed to reduce cognitive load. By allowing users to engage with audio and e-books simultaneously, we provide a vital gateway for those acquiring a new language or managing concentration difficulties. • Curation & Choice: Expert editorial curation and personalization algorithms ensure a relevant discovery experience, promoting a diverse range of stories while maintaining user autonomy over listening preferences. • Youth Literacy: We support foundational initiatives like The Reading Ladder and The Great Reading Challenge. In 2025, Swedish fourth-graders collectively logged nearly 1.2 million hours of reading, building vital vocabulary and emotional intelligence. • Mental Health Research: We are proud to support an ongoing study at the Swedish School of Sport and Health Sciences (GIH), exploring how combining physical activity with audiobooks impacts teenage brain health (results expected in 2026). By lowering the barrier to entry for stories, we ensure digital innovation serves the long-term goal of a more literate and empathetic society. Social Impact and Innovation Policies, Management and Remedy Introduction Operations Strategy Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 49 Sustainability

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G1 Business conduct Ethical business practices and robust compliance systems are foundational to sustainable growth and maintaining stakeholder trust. Storytel Group is committed to operating with high ethical standards across the organization and the entire value chain. This section bridges the Group’s historical focus on ethical governance with a structured framework that manages the impacts and risks associated with corporate culture and business ethics. Sub-topic IRO name Description Value chain G1 Business conduct Corporate culture Code of Conduct Storytel Group’s Code of Conduct expresses a corporate culture that promotes transparency, accountability, and ethical behavior. Proactive training on policies is conducted, which strengthen governance and compliance, and reduce the risk of legal and regulatory issues. Upstream/ Own operations/ Downstream Protection of whistleblowers Whistleblower process Storytel Group has established a whistleblower process compliant with applicable regulations. A reporting tool is provided for whistleblowing that ensures confidentiality. The strong whistleblower protection encourages employees to report unethical or illegal activities early on. Upstream/ Own operations/ Downstream Corruption and bribery prevention and detection including training Anti-corruption and Bribery There is a risk that Storytel Group fails to prevent and detect corruption, and that training is insufficient. Upstream/ Own operations/ Downstream Governance Information Introduction Operations Strategy Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 50 Sustainability

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Storytel Group’s governance is anchored in a comprehensive policy framework reviewed annually by the Board of Directors. This framework directly addresses the positive impact of a strong corporate culture and the material risks of corruption and bribery. • The Code of Conduct serves as the Group’s moral compass and promotes a culture of transparency, accountability, and professional integrity. It applies to all employees and representatives and must be signed by everyone representing the company to ensure professional integrity. The objective is to ensure that all individuals representing Storytel Group act in accordance with shared values and legal requirements. • The Supplier Code of Conduct manages all supplier relationships by requiring partners to operate in alignment with UN Global Compact principles, ensuring that social and environmental criteria (human rights, labor, and anti-corruption) are fundamental to the selection process. Compliance is further supported by the Anti-Bribery and Corruption Guidelines and formal Whistleblowing Instructions. Policies Related to Business Conduct Management and Actions Storytel Group identified international market entry and procurement as the functions most naturally exposed to risks of corruption and bribery. To mitigate these risks, our management approach includes: • Third-Party Oversight: We use the Supplier Code of Conduct as a selection criterion, ensuring anti- corruption and human rights are fundamental to our vendor relationships. • Anonymous Reporting: Our third-party whistleblowing tool is technically separate from Storytel’s IT systems to ensure total anonymity. Reports are managed by a dedicated internal team. • Verification of Knowledge: Mandatory compliance training is a standard component of the onboarding process, allowing the Group to measure and verify knowledge of policies across the organization. During the 2025 reporting period, a total of 6 reports were received through our dedicated whistleblowing channels. Following a thorough internal review, zero cases were substantiated as whistleblowing matters according to the legal criteria. No significant instances of corruption or bribery were identified or reported within the Group during the period. Specific Policy Provisions • Corruption and Bribery: Storytel Group maintains a specific zero-tolerance policy for bribery and corruption, explicitly outlined in the Code of Conduct. This includes instructions to avoid or declare potential conflicts of interest. • Whistleblower Protection: A dedicated instruction and technical infrastructure are in place to protect whistleblowers. The Group ensures that any employee or stakeholder can report misconduct without fear of retaliation, maintaining the highest standards of confidentiality. Introduction Operations Strategy Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 51 Sustainability

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Corporate governance Share and Shareholders Governance Structure Board of Directors Group Executive Management Financial Reporting Risks and Risk Management 54 55 61 63 65 67 STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 5252

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Corporate Governance Report Storytel AB (publ) is a Swedish public limited company with registration number 556575-2960, whose Class B shares are listed on Nasdaq First North Growth Market. The company has its registered office and head office in Stockholm. Storytel’s corporate governance is based on a framework of external and internal control instruments. External con - trol instruments include the Swedish Companies Act, the Swedish Annual Accounts Act, Nasdaq First North Growth Market – Rulebook and generally accepted practice in the securities market as well as other relevant Swedish and foreign laws and regulations. Internal control instruments include Storytel’s articles of association, policies, instruc - tions, and guidelines. Introduction Operations Strategy Sustainability Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 Corporate governance 53STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025

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Share and Shareholders The Class B shares in Storytel AB (publ) have been traded on Nasdaq First North Growth Market since December 5, 2018, under the ticker STORY B. As of December 31, 2025, the number of shares amounted to 77,307,204, of which 77,306,569 were Class B and 635 were Class A. Each Class B share entitles the holder to one vote, while each Class A share entitles the holder to ten votes. All shares have an equal right to the company’s assets and profits. The larg - est shareholder group in the company as of December 31, 2025, was a shareholder group represented by Jonas Tel - lander consisting of Jonas Tellander, Annamaria Tellander, Paul Svedrup, Dimitra AB, Jon Hauksson, and Jehangir AB. As per the year end the shareholder group held a total of 9,032,805 Class B shares, corresponding to 11.68% of the shares and votes in the company. A list of the company’s ten largest shareholders as of De- cember 31, 2025, can be found here and in the Directors’ Report. Largest shareholders as of 31 December 2025 Shareholder Capital, % Votes, % Roxette Photo SA 7. 31% 7. 31% Handelsbanken Fonder 5.44% 5.44% Otava Oy 4.47% 4.47% Vitruvian Partners 4.33% 4.33% C WorldWide Asset Management 4.00% 4.00% Avanza Pension 3.50% 3.50% Jonas Tellander 3.33% 3.33% Rustan Panday 2.91% 2.91% Annamaria Tellander 2.64% 2.64% Swedbank Robur Fonder 2.62% 2.62% Total ten largest shareholders 40.55% 40.55% Others 59.4 5% 59.4 5% Total 100.0% 100.0% Introduction Operations Strategy Sustainability Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 54 Corporate governance

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Governance Structure Shareholders and General Meetings The shareholders of Storytel have the final decision on the company’s governance and the General Meeting is the highest decision-making body in which Storytel’s share - holders exercise their right to decide on the company’s af - fairs, including any decisions on changing the company’s Articles of Association. All shareholders have the opportu - nity to influence the company at the General Meeting by exercising their voting rights in proportion to their share - holdings. Shareholders who are registered in the share reg - ister on the record date and have duly notified their intent to attend are entitled to participate in the General Meet - ing, either in person or by proxy. The Board may, according to the Articles of Association, resolve, ahead of a General Meeting, that the shareholders shall be entitled to exercise their voting rights by post prior to the meeting. Resolutions at the General Meeting are normally passed by simple ma - jority. For certain matters, however, the Swedish Compa - nies Act prescribes that a proposal should be supported by a higher majority. Individual shareholders who wish to sub - mit a matter for consideration at the General Meeting can send such a request to Storytel’s Board of Directors at such address published on the company’s website well before a Meeting. The Annual General Meeting (AGM) must be held within six months from the end of the financial year and shall, in accordance with the Swedish Companies Act and the Ar - ticles of Association, address the adoption of the income statement and balance sheet, the consolidated income statement and consolidated balance sheet, appropriation of profit or loss, discharge from liability for the Board mem - bers and the CEO, determination of the number of Board members and auditors and any deputies, fees to the Board and auditors, election of the Board and auditors and any deputies, and other matters to be addressed by the meet - ing according to the Swedish Companies Act or the Articles of Association. The date and location of the AGM are communicated on the company’s website no later than in conjunction with the Q3 interim report. Every shareholder has, in accordance with the Swedish Companies Act, the right to ask questions to the company about matters addressed at the AGM and about the financial situation of the company and the Group. In addition to the AGM, the company may convene an Extraordinary General Meeting if the Board deems it nec - essary or if the auditors or owners of at least 10% of all shares request it. Notice of a General Meeting shall be given through an announcement in Post och Inrikes Tidningar (Swedish Of - ficial Gazette) and the notice shall be made available on the company’s website. Issuance of the notice must be an - nounced in Dagens Nyheter. Documents and bulletins from General Meetings are published on the company’s website. The AGM 2026 will be held on Tuesday, May 5, 2026. Number of shareholders and ownership structure As per December 31, 2025, the total number of shares in Sto- rytel is 77,307,204, of which 635 are class A shares with 10 votes per share and 77,306,569 are class B shares with one vote per share. There are no additional limitations on the shareholders’ voting rights other than the difference be - tween series A and series B shares. All shares have an equal right to the company’s assets and profits. Storytel had 27,099 shareholders at the end of the fi - nancial year. The largest shareholder was a shareholder group represented by Jonas Tellander consisting of Jonas Tellander, Annamaria Tellander, Paul Svedrup, Dimitra AB, Jon Hauksson and Jehangir AB. The shareholder group held 9,032,805 B-shares in total as of 31 December 2025, corre - sponding to 11.68% of the shares and votes in the company. The company is not aware of any other agreements be - tween shareholders in Storytel. Annual General Meeting 2025 The AGM 2025 was held on May 6, 2025, at Storytel’s office in Stockholm. Shareholders could also exercise their voting rights at the AGM by postal voting in advance in accord - ance with the company’s Articles of Association. In total, shareholders representing 45.2 percent of the shares and votes in the company were present at the meeting. Board members, the company’s CEO, the company’s auditor, and the chair of the Nomination Committee were also present at the meeting. Both the company’s CEO and the compa - ny’s auditor-in-charge held presentations and shareholders had the opportunity to ask questions. The AGM resolved in accordance with each of the proposals from the Board and the Nomination Committee regarding: • Allocation of profit, with a dividend payment in the amount of SEK 1.00 per share, with 8 May 2025 as the re- cord date, and that the remaining profits for the finan- cial year 2024 according to the adopted balance sheet be carried forward. • Discharge from liability for the Board members and the CEO for the financial year 2024. • The Board shall consist of seven members and the com- pany shall have one registered auditing firm as auditor. • Re-election of Hélène Barnekow, Alexander Lindholm, Jonas Sjögren, Jonas Tellander, Ulrika Danielsson, Filippa Wallestam, and Erik Tidén as Board members. • Re-election of Hélène Barnekow as Chair of the Board. • Fees for the Board and auditor. Introduction Operations Strategy Sustainability Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 55 Corporate governance

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• Re-election of Ernst & Young Aktiebolag as the compa- ny’s auditor. • Authorization for the Board to, until the next AGM, on one or more occasions, with or without preferential rights for shareholders, issue shares, warrants and/or convertibles corresponding to no more than ten percent of the company’s share capital after dilution at the time when the authorization is used for the first time. • Adoption of a long-term performance-based incentive program 2025/2028 for the company’s CEO. The re - quired majority was not obtained for the Board of Di - rectors’ proposal on the issue and transfer of warrants to ensure the delivery of shares to the participant in LTIP 2025/2028. The AGM instead resolved to authorize the Board to enter into share swap agreements with a third party in order to hedge the company’s obligations in ac- cordance with LTIP 2025/2028. Annual General Meeting 2026 The AGM 2026 will take place in Stockholm on May 5, 2026. The date for the AGM was announced in connection with the presentation of the Q3 2025 quarterly report. The no - tice for the AGM 2026 will be published in April 2026. For more information, visit https:/ /www.storytelgroup.com/ . Nomination Committee Work of the Nomination Committee The Nomination Committee is a body established by the AGM with the task of preparing and submitting proposals prior to the AGM regarding the election of Board members, Chair of the Board, Board fees, potential remuneration for committee work, Chair of the AGM, election of auditor, au - ditor fees and principles for the Nomination Committee. Each year, the Chair of the Board presents an evaluation of the Board’s work to the Nomination Committee, which forms the basis for the Nomination Committee’s work. The Nomination Committee’s proposals are presented in the notice to the AGM and at https://www.storytelgroup.com/. Storytel’s shareholders have the right to propose candi - dates for election to the Board by contacting the Nomi - nation Committee. Proposals shall be sent to investorrela - tions@storytel.com. Composition of the Nomination Committee The Nomination Committee shall, in accordance with the principles established by the AGM 2023, consist of five members, of whom four shall be nominated by the com - pany’s four largest shareholders or groups of sharehold - ers by voting power and the fifth shall be the Chair of the Board. Unless otherwise unanimously agreed between the members, the member appointed by the largest sharehold - er shall be the Chair of the Nomination Committee. The names of the members of the Nomination Committee shall be published no later than six months before the AGM. The principles for the Nomination Committee can be found in their entirety at: https:/ /www.storytelgroup.com/en/cor - porate-governance/nomination-committee/ . Meetings of the Nomination Committee The Nomination Committee has held 3 meetings before the AGM 2026. No remuneration has been paid for the work of the Nomination Committee. Nomination Committee prior to AGM 2026 Board of Directors Work of the Board The Board shall manage the company’s affairs, safeguard shareholders’ interests, appoint the CEO, and be responsi - ble for ensuring that the company complies with applica - ble laws and the Articles of Association. The Board is also responsible for ensuring that the Group’s organization is structured so that accounting, administration of funds, and the company’s financial circumstances are controlled satisfactorily. The Board shall meet with the company’s auditor at least once a year without the presence of com - pany management and continuously evaluate the CEO’s work. The Board follows written rules of procedure that are revised annually and adopted at the first Board meeting each year, or at another Board meeting if required. The rules of procedure prescribe how the work shall be divided, including the Chair’s role and responsibilities, instructions regarding the division of responsibilities between the Board and the CEO, and the CEO’s responsibility to report finan - cial development to the Board. Independence in relation to: Members Appointed by Share of votes August 29, 2025 The company and executive man - agement The largest share - holder in the company in terms of votes Rustan Panday, Chair Appointed by a shareholder group consisting of Jonas Tellander, Annamaria Tellander, Paul Svedrup, Dimitra AB, Jon Hauksson, and Jehangir AB 11.64% Yes Yes Hans-Peter Ostler Roxette Photo S.A. 7.31% Yes No Helen Fasth Gill - stedt Handelsbanken Fonder 5.88% Yes Yes Antti Karlqvist Otava Oy 4.46% Yes Yes Hélène Barnekow, Chair of the Board - 0.03% Yes Yes Introduction Operations Strategy Sustainability Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 56 Corporate governance

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Board Composition According to the Articles of Association, Storytel’s Board shall consist of a minimum of three and a maximum of eight ordinary members elected annually by the General Meeting for the period until the end of the next AGM. The AGM 2025 resolved that the Board shall consist of seven members and re-elected Hélène Barnekow, Alexander Lindholm, Jonas Sjögren, Jonas Tellander, Ulrika Danielsson, Filippa Walles - tam, and Erik Tid én as Board members. Hélène Barnekow was re-elected as Chair of the Board. The average age of the members elected by the General Meeting was 56.29 years at year-end, and three of the sev - en members were women. For information about the Board members’ assignments outside the Group and their hold - ings of shares in Storytel, see page 62 and https://www.sto- rytelgroup.com/en/corporate-governance/board-of-di - rectors/ . Board members attendance at meetings during 2025 Diversity Storytel, through its Nomination Committee, strives for the Board to have a composition that is appropriate with regard to the company’s operations, development stage, and other circumstances, characterized by diversity and breadth regarding qualifications, experience, age, educa - tion, and professional background for members elected by the General Meeting. The Nomination Committee also strives for equal gender representation on the Board. Board Independence Of the seven members elected by the General Meeting, six are independent in relation to the company and manage - ment, and six are independent in relation to the company’s major shareholders. The Board’s Procedures and Policies The Board reviews and adopts rules of procedure on an an - nual basis for its own work and for the work of the Board’s audit committee, remuneration committee and strategy committee. The Board also adopts instructions for the CEO. These procedures govern, for example, the distribution of work between the Board, the Chair of the Board, the CEO and the auditor, quorum, conflict of interest, the work of the committees, internal and external reporting, proce - dures for notice of meetings, meetings, and the minutes. Furthermore, the Board reviews and adopts on an annual basis Storytel’s significant steering documents such as the Code of Conduct and policies for information security, in - sider information and communication, risk management and compliance. Evaluation of the Work of the Board The work of the Board is evaluated on an annual basis with the aim of developing the Board’s working methods and efficiency. The Chair of the Board is responsible for the evaluation as a whole and for presenting it to the Nomina - tion Committee. The intention of the evaluation is to gath - er feedback from Board members on how the work of the Board is performed and any measures that could be taken to improve the efficiency of the Board’s work and wheth - er the Board is well-balanced in terms of competence. The evaluation is an important basis for the Nomination Com - mittee’s work prior to the AGM. In January 2026, Storytel conducted a performance survey with the assistance of an external specialist. The results of the survey have been reported to and discussed by both the Board and the Nomination Committee as a basis for assessing the size and composition of the Board. The evaluation indicates that the Board’s work was deemed to be functioning well but highlighted some proposals for further improving the Board’s work. Board Meetings During 2025, the Board held 22 meetings, of which nine were written “per capsulam” meetings and one was a con - stituent meeting. The CEO, CFO, and the company’s Gen - eral Counsel, who is also the Board’s secretary, participate Elected by the AGM Independence in relation to Attendance i) company & management ii) major share - holders Board meetings Audit Committee Remuneration Committee Strategy Com - mittee Hélène Barnekow yes yes 22/22 5/5 4/4 5/5 Jonas Tellander no no 22/22 - - 5/5 Jonas Sjögren yes yes 22/22 5/5 2/4* - Alexander Lindholm yes yes 22/22 - 4/4 - Ulrika Danielsson yes yes 21/22 5/5 2/4* - Erik Tidén yes yes 21/22 - - 5/5 Filippa Wallestam yes yes 22/22 - - 5/5 * Jonas Sjögren was a member of the Remuneration Committee up until the AGM on May 6, 2025 after which Ulrika Danielsson replaced him as Re - muneration Committee member. Introduction Operations Strategy Sustainability Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 57 Corporate governance

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in Board meetings. Other employees participate as needed to report on specific matters. Chair of the Board The Chair of the Board is elected annually by the Gener - al Meeting. On May 6, 2025, the AGM re-elected Hélène Barnekow as Chair of the Board. The Chair leads the Board’s work and monitors that the Board fulfills its duties. The Chair is particularly responsible for ensuring that the Board’s work is well-organized, efficient, and in line with the development of the business operations. The Chair of the Board monitors that the Board’s decisions are effectively executed and is responsible for the annual evaluation of the Board’s work and for informing the Nomination Com - mittee of the evaluation results. Board Committees Audit Committee The Board appoints the members of the Audit Committee annually at the inaugural Board meeting in connection with the AGM, and the committee then appoints its chair from among its members. At least one of the members must have experience in auditing or accounting and none of the members may be employed by the company. The compa - ny’s CEO, CFO, other employees, or auditor may be invited to participate in the committee’s meetings. Until the AGM on May 6, 2025, the Audit Committee consisted of Ulrika Danielsson (chair), Hélène Barnekow, and Jonas Sjögren. Af- ter the AGM on May 6, 2025, all Audit Committee members were re-elected and the Audit Committee consisted of Ulri- ka Danielsson (chair), Hélène Barnekow, and Jonas Sjögren. All of the Audit Committee members are independent in relation to the company and its management as well as in relation to major shareholders. The Audit Committee is responsible for ensuring the quality of financial reporting and the effectiveness of in - ternal control and risk management regarding financial re - ports. In brief, the Audit Committee shall, without affecting the Board’s responsibilities and duties in general, regularly meet with the company’s auditors to stay informed about the audit’s focus and scope. In addition, the Audit Com - mittee shall ensure that the company complies with sus - tainability reporting requirements and that the company works strategically and systematically with sustainability throughout its operations. The Audit Committee shall meet at least five times per financial year. The Audit Committee’s meetings are recorded in minutes which are made available to the Board of Directors. The Audit Committee continu - ously informs the Board about the matters it has handled. During 2025, the Audit Committee held five meetings. During the year, the Audit Committee has also placed particular focus on expanding and improving the effec - tiveness of the Group’s internal controls, as well as improv - ing internal and external financial reporting in light of the planned transfer of listing to the Nasdaq Stockholm Main Market. In addition, the Committee has addressed matters including updates to financial governance documents, cur - rent matters relating to the Company’s financial position, refinancing of the credit facility, and assisted the Nomina - tion Committee in preparing the proposal for the election of auditor. Remuneration Committee The Board appoints the members of the Remuneration Committee annually at the inaugural Board meeting in con- nection with the AGM, and the committee then appoints its chair from among its members. The company’s CEO, CFO, CPO, other employees, or auditor may be invited to partic - ipate in the committee’s meetings. Until the AGM on May 6, 2025, the Remuneration Committee consisted of Hélène Barnekow (chair), Jonas Sjögren, and Alexander Lindholm. After the AGM on May 6, 2025, the Remuneration Commit - tee consisted of Hélène Barnekow (chair), Ulrika Danielsson, and Alexander Lindholm. All of the Remuneration Commit - tee members are independent in relation to the company and its management. The Remuneration Committee’s tasks include preparing guidelines for remuneration structures and metrics for all or parts of the company, such as performance-based remu - neration and incentive programs, and ensuring the applica- tion of remuneration levels in the company. Decisions on re- muneration shall be handled in a well-defined process that ensures no individual is involved in decisions about their own remuneration. The Board decides on the CEO’s total remuneration package based on recommendations from the Remuneration Committee. The remuneration package for other members of the management team or key persons in management positions is approved by the Remuneration Committee based on recommendations from the CEO. The Remuneration Committee shall meet as often as it deems necessary, but normally four times per year. The Remuner - ation Committee’s meetings are recorded in minutes which are made available to the Board of Directors. The Remu - neration Committee continuously informs the Board about the matters it has handled during the year. During 2025, the Remuneration Committee held four meetings. During the year, the Committee has, in addition to its regular work on incentive programmes and remuneration of the CEO and management, placed particular focus on initiating a review of the framework for performance reviews, the measure - ment of employee engagement, and succession planning. Strategy Committee The members of the Strategy Committee are appointed annually by the Board at the first Board meeting in connec- tion with the AGM, and the committee then appoints its Chair from among its members. The company’s CEO, CFO, or other employees, may be invited to participate in the committee’s meetings. Until the AGM on May 6, 2025, the Strategy Committee consisted of Jonas Tellander (chair), Filippa Wallestam, Erik Tidén, and Hélène Barnekow. After the AGM on May 6, 2025, the committee members were re-elected and the committee consisted of Jonas Tellander (chair), Filippa Wallestam, Erik Tidén, and Hélène Barnekow. The Strategy Committee is responsible for, among other things, reviewing and making recommendations to man - agement and reporting to the Board about acquisitions, major operational issues, and other matters of great stra - tegic importance to the company. The Strategy Commit - Introduction Operations Strategy Sustainability Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 58 Corporate governance

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tee shall also review and make recommendations to man - agement and the Board regarding the company’s strategic plan and overall strategy and recommend to the Board which issues should be discussed at the Board’s annual strategy session. The Strategy Committee shall meet as of - ten as it deems necessary, but normally four times per year. The Strategy Committee’s meetings are recorded in min - utes which are made available to the Board of Directors. The Strategy Committee continuously informs the Board about the matters it has handled during the year. During 2025, the Strategy Committee held five meetings. During the year, the Committee has focused on the Company’s long-term strategy (presented at the Capital Markets Day on 15 May, 2025), current acquisitions, and the Company’s product and AI agenda. CEO and Group Management The CEO is appointed by the Board and leads operations in accordance with the instructions adopted by the Board. The CEO is also responsible for the day-to-day manage - ment of the company’s and Group’s affairs in accordance with the Swedish Companies Act. Furthermore, the CEO, to- gether with the Chair of the Board, establishes the agenda for Board meetings. The Board continuously evaluates the CEO’s duties and work. The CEO is responsible for ensuring that the Board receives the information it needs and for presenting and proposing matters prepared by the compa - ny’s management at Board meetings. The CEO keeps the Board and the Chair of the Board informed about the com - pany’s and Group’s financial position and performance. Bodil Eriksson Torp has been CEO of Storytel since Octo - ber 1, 2024. As of December 31, 2025, Group Management consisted of, in addition to the CEO, nine senior executives: Chief Financial Officer, General Counsel, Chief Content & Publishing Officer, Chief Operating Officer, Head of Com - munications, Chief Marketing Officer, Chief Product & Technology Officer, Chief Commercial Officer and Chief People Officer. For information about the CEO and other members of Group Management, see pages 63-64. Group Management holds regular management meet - ings, and during 2025, meetings were held every two weeks. The meetings focus on the Group’s strategic and opera - tional development and performance monitoring. Auditor The auditor is appointed by the AGM to review the compa - ny’s annual report and accounting records as well as the Board’s and CEO’s administration. The auditors’ reporting to shareholders takes place at the AGM through the audit report. At the AGM on May 6, 2025, the registered auditing firm Ernst & Young Aktiebolag was re-elected as the com - pany’s auditor, with authorized public accountant Johan Holmberg as auditor-in-charge. Introduction Operations Strategy Sustainability Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 59 Corporate governance

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Shareholders Nomination Committee* Remuneration Committee Strategy Committee Audit Committee Reports, internal control CEO The Group Management Team Annual General Meeting Board of Directors* The members of the Board are appointed by the AGM. The Board establishes the committees and appoints their members. Auditor** Goals, strategies, policies, steering instruments, core values, remuneration structure Elects the Board of Directors Appoints the nomination committee Proposes the Board, auditor and nomination committee ahead of next AGM Information Information Elects auditor * The nomination committee prepares proposals for decision that are presented to the AGM. The AGM decides on principles for appointment of the nomination committee. ** The auditor is responsible, on behalf of the shareholders, for auditing Storytel’s annual report, accounts and the administration of the Board of Directors and the CEO. Reports to the Board of Directors and the shareholders. External steering instruments Important external steering instruments that provide the framework for corporate governance are: • The Swedish Companies Act • The Swedish Annual Accounts Act • Nasdaq First North Growth Market – Rulebook Internal steering instruments Important binding internal control documents include: • The Articles of Association • Rules of Procedure for the Board of Directors • Instructions for the CEO, the Audit Committee, and financial reporting • Policies Introduction Operations Strategy Sustainability Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 60 Corporate governance

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The Board of Directors, left to right: Erik Tidén, Jonas Sjögren, Jonas Tellander, Hélène Barnekow, Filippa Wallestam, Alexander Lind - holm, Ulrika Danielsson. Introduction Operations Strategy Sustainability Financial informationCorporate governance 61STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025

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Board of Directors Hélène Barnekow Chair of the Board since 2024 Born: 1964 Education/Background: MSc in International Business from Lund University. Former CEO of Microsoft Sverige and Telia Sverige. Other significant assignments: Chairman of the Board of Mindler AB, board member of Handelsbanken AB, GN Store Nord AS and Investment AB Latour (publ). Independent in relation to the company and manage - ment: Yes. Independent in relation to major shareholders: Yes. Holdings in the company: 20,000 class B shares. Jonas Tellander Founder of Storytel, CEO 2005-2022 and board member since 2005 Born: 1970 Education/Background: Jonas is the founder and former CEO of Storytel. He holds an MSc in Chemical Engineering from Lund University (1995) and an MBA from INSEAD (2001). He has previously worked at Unilever and Arla and before Storytel as Head of Global License Financing at Roche in Switzerland. Other significant assignments: – Independent in relation to the company and management: No. Independent in relation to major shareholders: No. Holdings in the company: 2,568,880 class B shares. Ulrika Danielsson Board member since 2024 Born: 1972 Education/Background: Master of Science in Business Ad - ministration from the University of Gothenburg. Former CFO of Atrium Ljungberg AB and Castellum AB. Other significant assignments: Board member of Nyfosa AB, Pandox AB, Platzer Fastigheter Holding AB, Sparbanken i Alingsås AB, Kallebäck Property Invest AB and Infranord AB. Independent in relation to the company and management: Yes. Independent in relation to major shareholders: Yes. Holdings in the company: 2,000 class B shares. Alexander Lindholm Board member since 2023 Born: 1969 Education/Background: He holds a BBA from Lander Univer- sity, USA, and has held a number of other positions within the media business. Other significant assignments: CEO of Otava Group. Chairman of the board of Storia Oy, Suomalainen Kirja - kauppa Oy, Otavamedia, Kustannusosakeyhtiö Otava and member of the board of Alma Media. Independent in relation to the company and management: Yes. Independent in relation to major shareholders: Yes. Holdings in the company: Alexander Lindholm does not hold any shares in Storytel. Alexander is CEO of Otava Ltd, which holds 3,445,071 class B shares in Storytel. Jonas Sjögren Board member since 2023 Born: 1966 Education/Background: MSc in Electrical Engineering from Chalmers University of Technology, MBA from INSEAD and licensed physician from Sahlgrenska Academy. Jonas worked 12 years at Ericsson AB in various positions includ - ing heading the GSN Product Management department responsible for mobile internet switching in the GSM net - works. Other significant assignments: Board member at Vakona AB, Markov Capital AB, Axella Allocation AB, Crista Pte Ltd, Cribrosa AB and Roxette Photo SA. Chairman of the Board at Exceca Allocation AB and Alsteron AB. Jonas Sjögren was a Board member of Storytel between 2008– 2022. Jonas is also co-owner of Roxette Photo SA. Independent in relation to the company and management: Yes. Independent in relation to major shareholders: Yes. Holdings in the company: 362,766 class B shares. Jonas Sjögren is also co-owner and board member of Roxette Photo SA, which holds 5,641,101 class B shares in Storytel. Erik Tidén Board member since 2024 Born: 1957 Education/Background: MSc and PhD in Computer Science from the Royal Institute of Technology in Stockholm and Master of Business Administration from Mannheim Business School and ESSEC. Previous leading positions within tech - nology and software development at SAP, Microsoft and Unit4. Currently a technology and business advisor to SaaS companies and other leading private equity companies. Other significant assignments: Scrive AB/Verification Topco AB. Independent in relation to the company and manage - ment: Yes. Independent in relation to major shareholders: Yes. Holdings in the company: 10,000 class B shares. Filippa Wallestam Board member since 2024 Born: 1983 Education/Background: MSc in Economics and Business Administration from the Stockholm School of Economics. Previous international experience from Boston Consulting Group in London and New York and leading roles within Viaplay Group. Other significant assignments: Daily Mail General Trust and Puzzlr AB. Independent in relation to the company and management: Yes. Independent in relation to major shareholders: Yes. Holdings in the company: 3,951 class B shares. Introduction Operations Strategy Sustainability Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 62 Corporate governance

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Group Executive Management Bodil Eriksson Torp Chief Executive Officer (CEO) since 2024 Born: 1968 Education/Background: Master of Science degree in Economics from the University of Linköping, Sweden and an Executive Master of Science in Communication Man- agement from the University of Lugano, Switzerland. Bodil has extensive leadership experience in the media industry with a focus on subscription-based revenue models, tech and strong consumer brands. She served 15 years in various management roles within the media group Bonnier AB, of which eight years were in CEO posi- tions at Bonnier. Bodil served eight years as Group CEO/ President of Aller Media AB where she was part of the Nordic executive management team. She most recently served as CEO of VO2 Cap Holding AB (publ). Other significant assignments: – Holdings in the company: 12,634 class B shares and 108,010 RSUs. Stefan Wård Chief Financial Officer (CFO) since 2025 Born: 1972 Education/Background: Business and Economics Pro - gramme at the University of Lund, master level in Ac - counting and bachelor level in Finance, 1994–1998. Stefan has over 25 years of experience from the invest- ment banking industry. Before joining Storytel, Stefan was the Head of Equity Research at Pareto Securities Sweden. Holdings in the company: 50,000 class B shares. Anna Etzler Chief Operating Officer (COO) since 2025 Born: 1981 Education/Background: Master of Science in Industri - al Engineering and Management from the Royal Insti - tute of Technology in Stockholm. Anna has more than 15 years of experience in operational excellence and business transformation. Previous positions include Director of Operational Excellence at Klarna, COO at Karolinska University Hospital’s Cancer division and Strategic Initiatives Leader at GE Capital Internation - al. Prior to assuming the role of COO, Anna held the po- sition of SVP Operations from 2023 to 2025. Holdings in the company: 1,500 class B shares and 60,000 RSUs. Josefin Johansson General Counsel (GC) since 2025 Born: 1983 Education/Background: Master of Laws (LLM) from Stockholm University. Josefin joined Storytel as M&A and Corporate Legal Counsel in 2018. Prior to joining Storytel she was a lawyer at the renowned internation - al law firm Bird & Bird. Holdings in the company: 1,545 class B shares, 18,102 RSUs. STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 Introduction Operations Strategy Sustainability Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 Corporate governance 63STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025

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Malin Lindborn Head of Communications since 2023 (management mem - ber since 2025) Born: 1973 Education/Background: Bachelor in Communication as well as a Bachelor in Economics. Malin Lindborn has more than 20 years of experience in PR and communications. She has held several leadership roles in the entertainment and streaming industry, most recently as PR Director Nor - dics at Netflix where she led the communications and pub- licity function in the region for several years, based in both Amsterdam and Stockholm. Prior to joining Netflix, Malin spent 11 years at the Swedish broadcaster TV4. Holdings in the company: 14,400 RSUs. Johan Ståhle Chief Product & Technology Officer (CPTO) since 2025 Born: 1984 Education/Background: Master of Science in Business Ad - ministration from the Stockholm School of Economics. Jo - han has a background as an award-winning entrepreneur and co-founded Dreams and BBH Stockholm. He has held several positions as Chief Product Officer and served as an Expert Engagement Manager at McKinsey. Prior to as - suming the role of CPTO, Johan held the position of Chief Product Officer at Storytel from 2021 to 2025. Holdings in the company: 4,087 class B shares and 77,532 RSUs. Åsa Wilson Chief People Officer (CPO) since August 2025 Born: 1976 Education/Background: Bachelor’s degree from Stock - holm University in Psychology, exchange program at Co - penhagen Business School. Åsa has 18 years of experience in HR and operations with leading roles in consultancy businesses in Tech as Head of People and Ops and VP Peo- ple at Silo AI, and publishing businesses within gaming, in - cluding CPO at Avalanche Studios Group. Holdings in the company: – Helena Gustafsson Chief Content & Publishing Officer (CCO) since 2025 Born: 1973 Education/Background: Bachelor of Arts in Literature. Joined the company in 2013 following Storytel’s acquisi - tion of Storyside, where she served as CEO. Helena has more than 20 years of experience in the publishing indus - try, primarily focused on audiobooks and digital publish - ing. Previously, she has held several key roles at Storytel, such as Head of Global Publishing and most recently Chief Content Officer. Holdings in the company: 21,751 class B shares and 62,532 RSUs. Oleh Nesterenko Chief Marketing Officer since 2023 (executive manage - ment member since 2025) Born: 1982 Education/Background: Bachelor’s in Telecommunica - tion Systems from the National Technical University of Ukraine and executive education from INSEAD Business School. Oleh has over 15 years of experience in online media, digital products, and the streaming industry. He started his career in telecommunications and, before joining Storytel in 2023, held executive positions at five different media and entertainment streaming services across Europe, MENA, and Central Asia, including Shahid by MBC Group, MEGOGO, and STARZPLAY. Holdings in the company: 120,000 RSUs. Claus Wamsler-Nielsen Chief Commercial Officer (CCO) since 2025 Born: 1975 Education/Background: MSc in Economics from Copen - hagen Business School. Prior to this, Claus has held sev - eral key roles at Storytel, including Country Manager for Denmark and General Manager – Growth Markets. Prior to joining Storytel, his experiences include various man - agement positions at Telmore A/S. Holdings in the company: 11,683 class B shares and 77,532 RSUs. Introduction Operations Strategy Sustainability Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 Corporate governance 64STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025

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Financial Reporting The Board is responsible for ensuring that the company’s organization is designed so that the company’s financial circumstances can be controlled in a satisfactory manner and that financial reports, such as interim reports and an - nual accounts to the market, are prepared in accordance with the law, applicable accounting standards, and other requirements for companies listed on Nasdaq First North Growth Market. The Board shall monitor financial performance, ensure the quality of financial reporting and internal control, and regularly follow up and evaluate operations. The Audit Committee is responsible for preparing the Board’s work to ensure the quality of the company’s finan - cial reporting. However, the Audit Committee does not only address the Group’s financial reports and more significant accounting issues but also matters concerning internal con- trol, compliance, significant uncertainty in reported values, events after the balance sheet date, changes in estimates and assessments, and other circumstances affecting the quality of the financial reports. The CEO must ensure that the bookkeeping of each Group company is conducted in accordance with applicable law and that administration is managed satisfactorily. The accounts are prepared for the Group every quarter and submitted to the Board and Group Management. A profit and loss statement, balance sheet, and investment budget are prepared quarterly. The main budget is defined in the Q4 planning process for the upcoming fiscal year. For each quarter, an updated budget forecast is prepared to better reflect the financial outlook for the coming 12 months. Financial information is regularly provided to the market in the form of: • Interim reports, • Annual report, • Press releases with inside information, • Presentations for financial analysts, investors and media, • Meetings with financial analysts and investors. Internal Control over Financial Reporting The Board of Directors shall ensure that the Company’s in - ternal procedures provide for sound internal control. The Board therefore oversees that the Company maintains effective processes, routines, and governance structures that safeguard reliable financial reporting and ensure compliance with applicable laws, regulations and listing requirements. An internal control framework has been es - tablished within Storytel and has been continuously de - veloped over recent years to support the organization and the systems and processes that contribute to Storytel’s ability to meet the above-mentioned requirements for fi - nancial reporting. Storytel’s internal control framework is based on COSO, which has been issued by the Committee of Sponsoring Organizations of the Treadway Commission. This framework rests on five components: Control Environ - ment, Risk Assessment, Control Activities, Information and Communication, and Monitoring Activities. Below follows a description of Storytel’s internal control work based on these components. Control Environment The control environment for financial reporting builds on various governing documents such as policies and guide - lines, instructions and manuals that define responsibili - ties and authorities. Examples of governing documents, specifically regarding financial reporting, are the Code of Conduct, Finance Policy, Signing and Approval Instruction, and Storytel’s Finance Manual. These internal documents together with laws and other external rules constitute the so-called control environment that shall be implemented in work processes and routines and followed by all employees. Furthermore, the Board has established an Audit Commit - tee that assists the Board regarding its supervisory respon - sibility related to the effectiveness of Storytel’s internal control framework. The Audit Committee also assists with matters concerning significant accounting principles that the Group applies. Introduction Operations Strategy Sustainability Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 65 Corporate governance

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Risk Assessment Risk assessment includes identifying risks based on the fundamental requirements for financial reporting: com - pleteness, accuracy, valuation, and reporting. Risks in con - nection with financial reporting are primarily related to misstatements in accounting related to valuation of assets and liabilities, revenue recognition, and royalty costs. The risk assessment forms the basis for the risk of misstate - ments in financial reporting and is the basis for the design and implementation of control activities carried out by the business. The overall risk assessments at Group level are an integral part of reporting to the Audit Committee and Board. Control Activities Control activities aim to prevent and identify significant misstatements in financial reporting at an early stage so they can be managed and remediated. Control activities exist at both general and more detailed levels within the Group and are manual, IT-dependent, or automated. Proce- dures and activities have been designed to manage and re- mediate significant risks related to financial reporting that have been identified in the risk assessment. Depending on the nature and location of the control activity, corrective measures, documentation, and quality assurance take place at the Group, subsidiary, or process level. As part of the Group’s work to ensure effective in - ternal control, regular testing of internal controls related to financial reporting is performed. The testing covers enti - ty-level controls, controls within internal control over finan - cial reporting, and information technology related general controls. Testing is carried out annually in accordance with a structured framework based on COSO and is designed to assess both the design of the controls and their operating effectiveness. The selection of controls subject to testing is based on assessments of risk and materiality, with a focus on the financial processes and entities that have the great- est impact on the Group’s financial reporting. Any identi - fied deficiencies are documented, analysed and followed up through established remediation plans, and subsequently reported to management and the Audit Committee. Information and Communication Storytel has well-established information and communi - cation procedures to ensure that its financial reporting is complete and accurate. Storytel regularly communicates updates of its Finance Manual and related instructions to relevant parties. Another important communication channel is the com - pany’s whistleblower function, where any deficiencies in accounting and internal control can be reported anony - mously. Monitoring Activities Storytel’s process for internal control includes systematic follow-up of risk assessments and control activities to eval - uate, remediate, and constantly improve. Storytel’s internal control function coordinates follow-up activities and com - piles an aggregate picture for reporting to the CFO and Audit Committee. The Board’s follow-up of internal control over financial reporting occurs primarily through the Audit Committee. Monitoring activities related to internal control also oc - cur as part of the external audit. The Audit Committee fol - lows up the financial reporting and receives reports from both the internal control function and the external audi - tors. Evaluation of the Need for a Separate Internal Audit Function At Storytel, there is currently no formal internal audit func - tion established. The Board conducts an annual review of this arrangement and has for the business year 2025 as - sessed that existing structures for follow-up and evaluation are satisfactory. If a need for specific internal audit efforts is identified, this can be met through temporary external resources. Introduction Operations Strategy Sustainability Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 66 Corporate governance

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Risks and Risk Management Like all companies, Storytel’s way of doing business is asso - ciated with risks. The ultimate purpose of risk management at Storytel is to identify and manage events that could have a negative impact on achieving Storytel’s objectives. Storytel’s risk management work is based on internation - al standards under the leadership and coordination of the company’s internal control function. Overall principles, roles and responsibilities for risk management are further defined in the company’s Risk Management and Compli - ance Policy, which, together with other Group policies, is adopted by Storytel’s Board of Directors and subject to an - nual review. To ensure that Storytel’s risk work is based on a compa - ny-wide perspective encompassing all business objectives of a different nature, a number of risk categories have been developed to also form the basis for the assessment scale used in evaluating the effects of risks. These risk categories are operational, strategic, legal and compliance, cyber re - silience, and financial. On an annual basis, Storytel Group performs a risk as - sessment to identify, evaluate, and prioritize the risks that are most important for achieving set business objectives within the Group. Thereafter, appropriate activities are decided upon to either reduce the probability of the risk occurring or mitigate any consequences. Risks are assigned an owner who is responsible for monitoring and following up on agreed-upon activities and ensuring they contribute to reducing the intended risk. The company conducts at least one annual review and reports the status of the most im - portant enterprise risks, and the results are reported to the Audit Committee and Board. As part of the work to reduce risk exposure in selected areas, the company takes out various types of insurance policies for risks that are insurable. These include property and business interruption insurance, general product and liability insurance, crime insurance, directors and officers liability insurance, business travel insurance, and insurance covering sea freight. These are reviewed annually in consul- tation with insurance brokers. Storytel places great value on conducting responsible business free from bribery, corruption, or other types of unethical behavior. A section on how Storytel works with business ethics and compliance can be found in the sus - tainability report. Below is an overview of important risk areas in order of priority and how the risks are managed by Storytel. Competition in a Broader Perspective Storytel competes for subscribers and content with local and global players within the audiobook and publishing field, but also for consumers’ time in general. This compe - tition is expected to increase in the coming years due to the industry’s attractiveness. If Storytel fails to develop its product offering, this could negatively impact Storytel’s business and future results. Through continued focused investments in original content, building a stronger brand, and developing a differentiated and attractive product, Storytel is prepared for increased local and global compe - tition. Content Risks For Storytel to be able to offer attractive content and reach a broad international customer group, it needs to be proac- tive in establishing mutually beneficial business partner re - lationships between publishers and the streaming service. Managing and developing relationships with publishers and the streaming service is at the core of Storytel’s content strategy; already today, much focus is placed on improving distribution agreements and author and publisher relation - ships and information transfer about the possibilities with digital sales. Risks associated with our ability to offer an attractive content catalog by attracting and retaining key content creators are managed through focus on relation - ship building, communication, credibility and high compe - tence, as well as carefully following industry development and regulations and offering market-appropriate contract terms. Storytel has also made, and plans to continue mak - ing, investments in content to differentiate its services in selected markets to offer unique listening experiences. The Macroeconomic Outlook Negative macroeconomic factors and general political uncertainty and wars have continued to affect society as a whole over the past 12 months. The ongoing conflicts in Ukraine and the Middle East contribute to heightened vol - atility in global markets, energy prices, and consumer sen - timent. The Group is also exposed to uncertainties arising from global trade dynamics, geopolitical developments and potential changes in tariff regimes. This has led to continued uncertainty around consumption trends in both short and long term, challenges in the manufacturing and transport sector, and an accelerated digitalization transi - tion linked to physical bookstores. Storytel has evaluated and will continue to evaluate how changes in macroeco - nomic factors may impact the business. Among other met - rics, subscriber intake and churn are closely monitored and can serve as early warning signals for any changes. This is also communicated externally in the company’s quarterly reports. Introduction Operations Strategy Sustainability Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 67 Corporate governance

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Cyber Attacks and System Outages Technical platforms, owned by Storytel or by suppliers, risk being subject to cyber and phishing attacks, including supply chain attacks. Attacks that are not prevented or ef - fectively detected and remediated could harm Storytel’s service delivery and cause significant outages in Storytel’s services. Storytel has a cybersecurity program in place to mitigate the risks of cyber attacks and outages. The pro - gram includes, among other things, security monitoring of computers, employee training, security assessment of vendors and new systems, vulnerability management, and incident response. Storytel also has strong authorization methods in place through centralized Single Sign-On (SSO) and two-factor authentication (2FA). Personal Data Storytel continuously works to implement organizational, technical, and administrative measures to meet the re - quirements of GDPR (General Data Protection Regulation) and the complementary legislation and national inter - pretations that EU/EEA countries have issued. Countries outside the EU/EEA have also increasingly issued national legislation that, in many cases, builds on GDPR but may also have different or stricter rules. The interpretation of GDPR thus changes constantly. This places high demands on a global organization, both technically and organiza - tionally, and there is a risk that the company does not take into account the complex requirements and therefore does not implement processes quickly enough or to a sufficient degree. Severe penalties may also be imposed under GDPR and the company may, depending on the nature and extent of a possible violation, risk both injunctions for measures with short implementation time and penalties or sanctions. Financial Risks Through its operations, Storytel is exposed to various types of financial risks, such as credit, market, liquidity, and refi - nancing risks. Changes in the financial markets, for exam - ple due to general market fluctuations, macroeconomic effects such as higher interest rates, or new and amended laws and regulations may pose risks that make it more dif - ficult or more expensive to raise capital in the future. Sto - rytel manages its financing strategy based on a financial policy adopted by the Board that is reviewed at least once per year. The financial policy regulates management within areas such as liquid assets, financial exposure, future cash flows and financial instruments and how Storytel should work with these matters at Group level. More information about Storytel’s financial risks and how they are managed can be found in Note 25. Legal and Regulatory Risks The Storytel Group conducts business in many different jurisdictions and is thus subject to different legal and reg - ulatory requirements. New regulatory requirements or pro - visions in a specific market could limit Storytel’s position - ing in that market. Storytel works proactively to monitor changes in legal conditions to meet the requirements set. Storytel has, among other things, built up internal compe - tence to support the business in managing various legal risks and regularly works with external advisors. Recruitment and Staff Turnover Storytel’s business model and growth strategy place high demands on the competence of our employees. There are risks associated with the high competition for talent that affects Storytel’s ability to attract and retain qualified per - sonnel. Storytel works actively to develop and improve the offering we can give our employees in terms of compensa - tion and development opportunities and invests heavily in creating a workplace where we can recruit and retain com - petent employees regardless of nationality or residence. Additionally, internal work on company culture will be an important component for continuing to attract the right competence. Environmental and Climate Risks Companies, including Storytel, play a central role in re - ducing greenhouse gas emissions and building a resilient zero-emission economy. Costs associated with emissions are expected to continue increasing year by year, and climate-related risks such as rising temperatures and re - source scarcity can lead to disruptions for Storytel’s value chain and operations. At present, Storytel assesses that the effects of such risks are limited. As a signatory of the UN Global Compact, Storytel wants to collaborate with its suppliers to address environmental impacts, apply the pre - cautionary principle, and promote greater environmental responsibility and the use of clean technology throughout the value chain. Read more about Storytel’s environmental and climate risks and their management in our sustainabil - ity report. Introduction Operations Strategy Sustainability Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 68 Corporate governance

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 69 Financial information Financial information Directors’ Report Financial statements Notes Parent company financial statements Parent company’s notes Auditor’s report 70 74 78 121 125 130 69

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Directors’ Report Information about the operations The Board of Directors and Chief Executive Officer (CEO) hereby submit the annual report and consolidated financial statements for Storytel AB (publ), corporate registration number 556575-2960, for the financial year 2025. Storytel was founded in 2005 as a subscription service for audio - books. The Storytel Group currently comprises two business segments: Streaming and Publishing. The Streaming busi - ness segment offers a subscription service for audiobooks and e-books under the brands Storytel, Mofibo, and Audio - books.com in more than 25 markets, with focus on ten core markets: the five Nordic countries, the Netherlands, Turkey, Poland, Bulgaria and the USA. The Nordic region represents the largest proportion of revenue. The Publishing segment includes the publishers Norstedts Publishing Group, Bokfab- riken and Lind & Co in Sweden, People’s in Denmark, Gum - merus in Finland, and the audiobook publisher Storyside. The company has its registered office in Stockholm. Financial performance Group net sales for the period increased by 6% to MSEK 4,022.7 (3,798.0). The acquisition of Bokfabriken contribut - ed MSEK 36.4 to net sales. The organic growth in net sales was 5%. Organic growth was driven by solid performances in both the Streaming and the Publishing segments. Head - winds from FX had a significant impact on growth. Group net sales growth at constant exchange rates (CER) was 9% for 2025. Cost of sales for the period was MSEK -2,190.1 (-2,098.2) while the gross profit increased by 8% amounting to MSEK 1,832.6 (1,699.8). The gross margin increased to 45.6% (44.8%). Operating profit (EBIT) for the period improved to MSEK 422.6 (246.3) and the margin to 10.5% (6.5%). The improve - ment was driven by higher gross profit and lower operating expenses mainly due to reduced staff costs and continued cost discipline. Net financial items for the period totaled MSEK -65.5 (-10.7). The amount includes MSEK -19.0 (-36.4) of net interest costs, as well as MSEK -47.9 (26.7) of currency effects. The FX effect is mainly from a USD denominated commitment derived from the acquisition of Audiobooks.com. Profit before tax amounted to MSEK 357.1 (235.6). Taxes amounted to MSEK 146.9 (-22.1). The tax result was positively affected by the recognition of deferred tax assets of MSEK 195, attributable to accumulated tax losses from previous years. The effective tax rate amounted to 29.1 % compared to -10.4 % last year. The change is due to the recognition of accumulated tax losses. Net profit for the period amounted to MSEK 504.0 (213.5). Earnings per share for the period to - taled SEK 6.26 (2.55) before dilution and SEK 6.22 (2.54) after dilution. Multi-year overview Group, amounts in TSEK 2025 2024 2023 2022 2021 2020 Net sales 4,022,734 3,797,976 3,4 89,220 3,200,382 2,620,797 2,236,751 Profit before tax 3 57,101 235,609 - 8 07,470 -395,156 -352,324 -191,700 Operating margin (%) 10.5% 6.5% -21.3% -12.5% -13.4% -7. 4 % Profit margin (%) 12.5% 5.6% -23.3% -12.2% -14.2% -8.4% Equity 1,899,323 1,551,632 1,273,182 2,131,785 1,860,922 955,607 Balance sheet total 3,570,422 3,389,147 3,140,651 4,327 ,314 2,959,0 39 1,889,963 Equity ratio (%) 53.2% 45.8% 40.5% 49.3% 62.9% 50.1% Average number of employees 520 520 629 766 830 685 Parent Company, amounts in TSEK 2025 2024 2023 2022 2021 2020 Net sales 22,741 46,043 46,142 43,096 20,896 4,717 Profit after financial items -12,937 -36,309 -15,089 -553 35,459 -14,241 Balance sheet total 5,042,922 5,672,911 5,060,213 5,443,161 3,835,947 2,534,087 Equity-to-assets ratio (%) 80.4% 73.3% 82.9% 7 7. 4 % 99.6% 99.4% Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 70 Financial information

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Financial overview At the end of the period, the Group had MSEK 686.4 (623.0) in cash and cash equivalents. The equity-to-asset ratio was 53.2% (45.8). Total equity was MSEK 1,899.3 (1,551.6). Total non-current liabilities amounted to MSEK 184.9 (828.8) and total current liabilities amounted to MSEK 1,486.2 (1,008.8). The change compared to last year is due to the reclassifi - cation of the external financing which was renewed at the beginning of 2026 and therefore classified as current liabil - ities at the end of 2025. The group had a net cash position on the balance sheet at the end of 2025. Hence, the report- ed net interest-bearing debt (NIBD) was MSEK -136.4 (27.0) at the end of 2025 due to positive cash flow. The NIBD/ad - justed EBITDA ratio was -0.18 (0.05). IAC effect on the P&L Amounts in TSEK Jan–Dec 2025 Jan–Dec 2024 Cost of sales 348 -5,842 Selling and marketing expenses -1,845 -11,165 Technology and development expenses -1,252 -25,973 Administrative expenses -6,502 -38,061 Other operating items - 23,829 Operating profit/loss -9, 25 0 - 57, 2 1 2 Profit before tax -9, 25 0 - 57, 2 1 2 Segments’ profit Items affecting comparability During 2025, IACs of MSEK -8.8 relate to the Group’s share- based incentive programmes and MSEK -0.4 relate to list change. In the comparison year 2024, Storytel recognized IACs of MSEK -57.2. Restructuring and organizational changes accounted for MSEK -64.6, divestments of busi - ness units had an impact of MSEK -10.0, and the Group’s share-based incentive program accounted for MSEK -17.0. A one-time compensation of MSEK 34.4 from Copyswede, related to private copying levies in Sweden for historical periods, had a positive offsetting effect in 2024. IAC type Amounts in TSEK Jan–Dec 2025 Jan–Dec 2024 Share-based incentive schemes -8,810 -16,957 List change -440 - Divestment/Discontinued opera - tions of subsidiaries – -10,0 43 Organizational restructuring – -64,611 One-time compensation – 34,399 EBIT -9, 25 0 - 57, 2 1 2 Reversal of write-down – – EBITDA -9, 25 0 - 57, 2 1 2 Development activities Development activities are an integral part of the Group’s efforts to strengthen its product offering and improve user experience. During the financial year, development focused primarily on new product features. Total devel - opment expenditure for the year amounted to MSEK 154.9 (194.2) of which 39.0 (42.8) was capitalised and 115.9 (151.4) was expensed. Capitalised development costs are recog - nised in accordance with applicable accounting standards. Development activities are mainly conducted internally. Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 71 Financial information Streaming Publishing

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Development in Streaming Streaming net sales for the period increased 4% to MSEK 3,518.0 (3,376.9), and by 8% in constant currency rates. The growth in net sales was mainly driven by a higher number of avg. subscribers. The paying subscribers increased during 2025 to a total of 2.67 million (2.45) subscribers at the end of the period. The Nordic region increased to 1.34 million (1.28). The core growth markets outside the Nordics continue to perform well, contributing more than 140,000 new subscribers to finish the year at 1.12 million (0.97). EBITDA increased 31% for the full year 2025 to MSEK 504.8 (384.0). The EBITDA margin was 14.4% (11.4). The im - provement is driven by higher gross profit and lower oper - ating expenses. Operating profit increased 47% to MSEK 376.3 (256.1) corresponding to an operating profit margin of 10.7 % (7.6). The positive development of the operating re - sult is due to the increased sales. Development in Publishing Net sales for the period increased by 13% to MSEK 1,273.9 (1,125.1), driven by strong print sales due to a lineup of sever - al award-winning titles. The acquisition of Bokfabriken also contributed MSEK 79.6 in the period. External sales accounted for 56 percent of the seg - ment’s revenue. EBITDA increased 14% for the full year 2025 to MSEK 376.2 (330.9). The EBITDA margin was 29.5% (29.4). Operating profit increased 12% to MSEK 188.0 (168.2) in the period corresponding to an operating profit margin of 14.8 % (14.9). The reported amounts include internal sales and other internal adjustments. These figures are based on internal reporting and therefore deviate from segment information prepared in accordance with IFRS. Significant events during the year On January 31, Storytel Group announced that the com - pany has acquired a 70 percent majority stake in Swedish publisher Bokfabriken, one of Sweden’s largest general publishing houses. The publisher has a strong presence in both print and digital formats and a proven track record of publishing commercially successful content across various genres. Net sales from Bokfabriken amounted to MSEK 79.6 since the acquisition date, of which external sales recog - nized in the Group’s statement of comprehensive income totaled 36.4 MSEK. The impact on operating profit was 16.5 MSEK during the period. Digital releases, encompassing over 500 audiobook titles, accounted for more than 70 per - cent of the revenues, demonstrating the company’s strong digital focus. The acquisition was fully paid in cash out of Storytel Group’s cash balance, with no further financing needed. On May 6, Storytel Group presented a new Group Execu - tive Management Team to secure the execution of its 2028 strategy. The newly formed Group Executive Management Team comprises the following functions and individuals: Bodil Eriksson Torp (Chief Executive Officer), Peter Mess - ner (Chief Financial Officer), Claus Wamsler-Nielsen (Chief Commercial Officer and Head of Streaming), Helena Gus - tafsson (Chief Content & Publishing Officer), Johan Ståh - le (Chief Product & Technology Officer), Oleg Nesterenko (Chief Marketing Officer), Anna Etzler (Chief Operating Of - ficer), Tobias Andersson (General Counsel), Malin Lindborn (Head of Communications) and Chief People Officer Åsa Wilson who started August 18, 2025. On May 15, Storytel Group held a Capital Markets Day where CEO Bodil Eriksson Torp, along with members of the executive management team, gave an update on the stra - tegic direction and operations, as well as presented new financial targets for 2028: • Revenue CAGR to exceed 10 percent in constant cur - rency rates • Adjusted EBITDA margin to exceed 20 percent • Net debt/EBITDA (LTM) below 1.5x On October 1, Storytel Group announced that it had ap - pointed Stefan Wård as new CFO, effective on October 6. He joins from Pareto Securities where he served as Head of Research Sweden for the past eight years. Stefan is part of the executive management team, reporting to Group CEO Bodil Eriksson Torp. On October 13, Storytel launched in Estonia. The Esto - nian service will be operated by Storytel Finland’s Helsinki office. Significant events after the end of the year Subsequent to the balance sheet date, the Group signed a new loan facility with an increased credit limit. As a result, the loan classified as a current liability in the balance sheet as of 31 December 2025 has been reclassified as a non-cur - rent liability. After the reporting period, the Board of Directors decid - ed on a transfer of listing to the Nasdaq Stockholm Main Market during 2026. After the reporting period, the Board of Directors pro - posed a dividend of SEK 1.50 per share. Anticipated future development As communicated at the Capital Markets Day in May 2025, the Group’s ambition is to achieve average annual total revenue growth exceeding 10 percent in constant curren - cies over time. Growth is expected to be primarily driven by high single-digit organic growth, complemented by selec - tive and value-enhancing acquisitions. The Group aims to deliver an EBITDA margin exceeding 20 percent, with po - tential for further long-term margin improvement as scale and operational efficiencies increase. Growth and margin development will be managed within a framework of pru - dent risk management and disciplined capital allocation. A continued focus will be placed on further localizing the offering in existing markets. Through structured market segmentation, investments are allocated based on the strategic role and growth potential of each market. The Group also intends to selectively expand its geographical footprint, entering additional markets through acquisitions and partnerships, while leveraging its established operat - ing model. The anticipated future development is subject Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 72 Financial information

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Proposed appropriation of profits The following profits are available to the Annual General Meeting: Amounts in TSEK 12/31/2025 Retained earnings -89,260 Share premium reserve 4,128,701 Profit for the year -12,937 Total 4,026,504 The Board proposes that profits be distributed such that: To shareholders (SEK 1.50 per share) 115,961 To be carried forward 3,910,543 Total 4,026,504 Financial statements and notes Storytel Group’s performance and financial position in its entirety are presented in the following statements of compre - hensive income, financial position, cash flows, and changes in equity, as well as the notes. The performance and financial position of the Parent Company Storytel AB (publ) are presented in the following income statement, statement of compre - hensive income, balance sheet and changes in equity, as well as the cash flow statement and notes. to risks, which are described in further detail in the corpo - rate governance section on pages 67-68. Commitments within the Group Storytel Group has lodged a security of MSEK 20 to PRI (Di - rect pension liability) in the form of funds held in an escrow account. Storytel AB (publ) has also acted as a guarantor for its fully owned subsidiary Norstedts Publishing Group. The security and parent company guarantee are related to the Norstedts Publishing Group pension obligation to its employees, which takes the form of a pension fund. The share The closing price on December 30, 2025, the final trading day of 2025, was SEK 83.80. During the financial year 2025, the lowest share price was SEK 64.00 and the highest SEK 106.00. The average price during the financial year was SEK 86.25. An average of 470,151 shares were traded per day, with a high of 3,654,136 shares on a single day. 2025 2024 2023 Number of shares at the end of the year 7 7, 3 07, 2 0 477,150,803 77,108,125 Of which A-shares: 635 635 635 Earnings per share, basic (SEK) 6.26 2.55 -10.63 Earnings per share, diluted (SEK) 6.22 2.54 -10.63 Sustainability Report A Sustainability report has been prepared and is present - ed on pages 30-51 as a separate document from the annu - al report. The aim of this sustainability report is to clarify our sustainability goals and explain how we are working to achieve them. This report covers the operations of the en - tire Storytel Group. Use of financial instruments Further information on the use of financial instruments is found in note 18. Corporate governance report A corporate governance report has been prepared as a separate document from the annual report. The corporate governance report can be found on pages 54-68 and cov - ers all of Storytel Group’s operations. Introduction Operations Strategy Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 73 Sustainability

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 74 Financial information Consolidated statement of income Amounts in TSEK Note 2025 2024 Net sales 3,4 4,022,734 3,797,976 Cost of products sold 6,7,9,10 -2,190,138 -2,098,166 Gross profit 1,832,596 1,699,810 Selling and marketing expenses 6,7,8,9,10 -883,649 -854,508 Technology and development expenses 6,7,8,9,10 -221,104 -254,974 Administrative expenses 6,7,8,9,10 -335,405 -363,142 Other operating income 5 42,913 63,881 Other operating expenses 6 -17, 26 6 -37,875 Profit from participations in associations 23 4,527 -6,861 Operating profit 422,612 246,332 Financial income 11 18,685 41,169 Financial expenses 12 -84,196 -51,892 Profit before tax 357, 101 235,609 Tax 13 146,901 -22,114 Profit for the year 504,002 213,496 Profit for the year attributable to: Parent Company shareholders 483,038 196,705 Non-controlling interests 20,964 16,791 Total 504,002 213,496 Earnings per share: Earnings per ordinary share, basic (SEK) 14 6.26 2.55 Earnings per ordinary share, diluted (SEK) 14 6.22 2.54 Consolidated statement of comprehensive income Amounts in TSEK Note 2025 2024 Profit for the year 504,002 213,496 Other comprehensive income Items that will be reclassified to profit/loss (after tax) Translation difference 24 -119,700 67,5 89 Items that will not be reclassified to profit/loss (after tax) Revaluation defined-benefit pension plans 10 19,615 -3,799 Total other comprehensive income for the year, after tax -100,085 63,790 Total comprehensive income for the year, after tax 403,916 277, 28 5 Total comprehensive income for the year attributable to: Parent Company Shareholders 382,988 260,495 Non-controlling interests 20,929 16,791 Total 403,916 277, 28 5

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 75 Financial information Consolidated statement of financial position Amounts in TSEK Note 12/31/2025 12/31/2024 ASSETS Non-current assets Goodwill 15 782,689 803,007 Intangible assets 15 1,048,196 1,191,349 Property, plant and equipment 16 15,167 13,610 Right-of-use assets 17 129,929 70,830 Other non-current receivables 18 32,246 30,918 Participations in associates 23 27,6 0 4 23,905 Deferred tax asset 13 217,4 0 3 13,225 Total non-current assets 2,253,233 2,146,844 Current assets Inventories 19 72,310 53,132 Trade receivables 18,25 219,585 220,381 Receivables in associates 18,30 30,096 32,194 Other receivables 18 41,957 69,221 Prepaid expenses and accrued income 20 266,846 244,423 Cash and cash equivalents 18,21 686,395 622,954 Total current assets 1 ,317, 189 1,242,303 TOTAL ASSETS 3,570,422 3,389,147 Amounts in TSEK Note 12/31/2025 12/31/2024 EQUITY AND LIABILITIES Equity 24 Share capital 38,654 38,575 Other capital contributions 3,578,102 3,578,102 Reserves 62,875 182,540 Retained earnings including profit/loss for the year -1,889,110 -2,322,222 Equity attributable to Parent Company shareholders 1,790,520 1,476,995 Non-controlling interests 108,802 74,636 Total equity 1,899,323 1,551,632 Non-current liabilities Liabilities to credit institutions 18,25 - 650,000 Lease liabilities 17,18 90,498 34,678 Pension provision, net 10 459 17,075 Deferred tax liability 13 76,696 98,777 Other long-term liabilities 25 17, 231 28,236 Total non-current liabilities 184,884 828,766 Current liabilities Liabilities to credit institutions 18,25 550,000 - Lease liabilities 17,18 38,512 37,578 Trade payables 18,25 245,078 292,236 Current tax liabilities 13 25,926 28,958 Other current liabilities 25 64,728 57, 311 Accrued expenses and deferred income 4,27 538,093 568,013 Short-term provisions 26 23,878 24,653 Total current liabilities 1,486,215 1,008,750 TOTAL EQUITY AND LIABILITIES 3,570,422 3,389,147

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 76 Financial information Consolidated statement of changes in equity Equity attributable to shareholders in parent company Amounts in TSEK Note 24 Share capital Other capital contributions Translation reserve Retained earnings incl. profit/loss for the year Total Non- controlling interests Total equity Opening equity as of 1/1/2025 38,575 3,578,102 182,540 -2,322,222 1,476,995 74,636 1,551,632 Non-controlling interest from acquisition of Bokfabriken AB - - - - - 34,431 34,431 Total comprehensive income for the period Profit for the period - - - 483,038 483,038 20,964 504,002 Other total comprehensive income for the period - - -119,665 19,615 -100,050 -35 -100,085 Total comprehensive income for the period - - -119,665 502,653 382,988 20,929 403,916 Transactions with the Group's owners New share issue 78 - - - 78 - 78 Dividend SEK 1.00 per share - - - -7 7,151 -77,151 - -77,151 Dividend, non-controlling interest - - - - - -21,193 -21,193 Hedging of incentive program - - - 2,372 2,372 - 2,372 Share-related compensations 9 - - - 5,237 5,237 - 5,237 Total 78 - - -69,5 42 -69,4 63 -21,193 -90,657 Closing equity as at 12/31/2025 38,654 3,578,102 62,875 -1,889,110 1,790,520 108,802 1,899,323 Equity attributable to shareholders in parent company Amounts in TSEK Note 24 Share capital Other capital contributions Translation reserve Retained earnings incl. profit/loss for the year Total Non- controlling interests Total equity Opening equity as of 1/1/2024 38,554 3,578,102 114,951 -2,523,769 1,207,838 65,345 1,273,182 Total comprehensive income for the period Profit for the period - - - 196,705 196,705 16,791 213,496 Other total comprehensive income for the period - - 67,5 89 -3,799 63,790 - 63,790 Total comprehensive income for the period - - 67,5 89 192,905 260,495 16,791 277, 28 5 Transactions with the Group's owners New share issue 21 - - - 21 - 21 Dividend, non-controlling interest - - - - - -7,5 0 0 -7,500 Share-related compensations 9 - - - 8,642 8,642 - 8,642 Total 21 - - 8,642 8,664 -7,5 0 0 1,164 Closing equity as at 12/31/2024 38,575 3,578,102 182,540 -2,322,222 1,476,995 74,636 1,551,632

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 77 Financial information Consolidated statement of cash flows Amounts in TSEK Note 2025 2024 Operating activities Profit before tax 3 57,101 235,609 Of which interest paid -31,785 -49,551 Of which interest received 12,763 13,147 Adjustments for non-cash items 28 358,095 310,766 Tax paid - 67,8 3 0 -32,032 Cash flow from operating activities before changes in working capital 6 47,366 514,343 Cash flow from changes in working capital Change in inventory -6,837 -5,752 Change in operating receivables -8,686 -9,714 Change in operating liabilities -59,289 48,547 Cash flow from operating activities 572,554 547 ,424 Investing activities Acquisition of intangible assets -189,363 -224,844 Acquisition of property, plant and equipment -4,542 -3,031 Business combinations 31 -73,137 -4,046 Divestment of financial non-current assets 14,956 2,727 Cash flow from investing activities -252,085 -229,194 Financing activities New share issue 78 - Dividend -98,344 -7,5 0 0 Repayment of debt 28 -100,000 -100,000 Amortisation of lease liability -36,624 -35,565 Cash flow from financing activities -234,890 -143,065 Cash flow for the year 85,579 175,165 Cash and cash equivalents at beginning of year 622,954 436,143 Exchange rate difference in cash and cash equivalents -22,137 11,646 Cash and cash equivalents at year-end 21 686,395 622,954

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 78 Financial information Note 1 Significant accounting principles This annual report and consolidated accounts include the Swedish Parent Company Storytel AB (publ), CIN 556575- 2960, and its subsidiaries. The Group’s main business is to offer streaming services of audiobooks and publishing of books and has been de - scribed in more detail in the Directors’ Report. The Parent Company is a limited liability company with its registered office in Stockholm, Sweden. The address of the head office is Tryckerigatan 4, 111 28 Stockholm, Sweden. On March 25th, 2026, the Board of Directors approved this annual report and consolidated financial statements, which will be submitted for adoption at the Annual General Meeting on May 5th, 2026. Storytel’s formal financial state - ments are included on pages 70-129 of this document. Basis for the consolidated accounts The consolidated financial statements have been prepared in accordance with IFRS Accounting Standards issued by the International Accounting Standards Board (IASB) and inter - pretations issued by the IFRS Interpretations Committee (IFRS IC) as adopted by the European Union (EU). Furthermore, the Group applies the Annual Accounts Act (1995:1554) and RFR 1 Supplementary Accounting Rules for Groups issued by the Swedish Financial Reporting Board. The consolidated financial accounts have been prepared on the basis of the assumption of going concern. Assets and liabilities are measured on the basis of acquisition value with the exception of certain financial instruments that are mea- sured at fair value. The consolidated financial statements have been prepared in accordance with the acquisition method and all subsidiaries in which controlling influence is exercised are consolidated as of the date this influence was acquired. The Parent Company applies the same accounting prin - ciples as the Group except in the cases specified in the sec- tion ”Parent Company’s notes.” The Parent Company ap - plies the Annual Accounts Act (1995:1554) and RFR 2 Accounting for Legal Entities. The deviations that occur are caused by restrictions on the possibilities of applying IFRS Accounting Standards in the Parent Company as a result of the Annual Accounts Act and current tax rules. The accounting principles set out below have, unless oth- erwise specified, been applied consistently to all periods presented in the consolidated financial statements. The new standards and interpretations that come into force for financial years beginning after January 1, 2026 have not been applied in the preparation of this financial report. In April 2024, the International Accounting Standards Board (IASB) published the new standard IFRS 18 Presentation and Disclosures in Financial Statements. IFRS 18 will replace IAS 1 Presentation of Financial Statements. The new stan - dard introduces three areas of new requirements aimed at enhancing the comparability, transparency, and usefulness of financial statements. The first area introduces new re - quirements for the structure of the income statement through the introduction of categories and requires com - panies to present two new defined subtotals. The second area involves new disclosure requirements for certain per - formance measures used by the company in its external fi - nancial communication, known as Management-defined Performance Measures (MPMs). IFRS 18 specifies certain dis- closures regarding MPMs to be provided in the notes, such as the method of calculation and a reconciliation to the most directly comparable subtotal in IFRS. The third area introduced by IFRS 18 aims to provide companies with en - hanced guidance for the aggregation and disaggregation of information in the financial statements and notes. The standard also provides guidance on how companies can de- termine whether information about an item should be in - cluded in the primary financial statements or in the notes. As a consequence of the implementation of IFRS 18, amend- ments will also be made to other standards, such as IAS 7 Statement of Cash Flows, IAS 34 Interim Financial Reporting, and IAS 33 Earnings per Share. IFRS 18 becomes effective on 1 January 2027 and shall be applied retrospectively to both annual and interim reports. Storytel has initiated a preliminary assessment of the ef - fects of IFRS 18 and will continue to evaluate the impact during 2026. The adoption of IFRS 18 will require a review of the structure of the income statement as well as an assess - ment regarding the grouping of items in the financial state- ments and notes. The presentation of the statement of cash flows will also be affected by the implementation of IFRS 18. Furthermore, the introduction of IFRS 18 will involve identi - fying relevant MPMs for the Group and compiling the re - lated disclosures in the notes. Consolidation Subsidiaries Subsidiaries are reported according to the acquisition method. In the event that Storytel acquires a controlling influence but where the ownership share is less than one hundred per- cent, non-controlling interests are reported initially either as a proportionate share of the fair value of identifiable net assets excluding goodwill or at fair value. This choice of prin- ciple is made for each individual business combination. Associated companies/other jointly controlled companies Shareholdings in associated companies and joint ventures in which the Group holds a minimum of 20 percent and a maximum of 50 percent of the votes or otherwise has a sig - nificant influence, are recognised according to the equity method. Consolidated notes

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 79 Financial information Currency Functional currency and reporting currency The functional currency for the Parent Company is Swedish kronor, which is the reporting currency for the Parent Company and the group. All amounts are stated in thou - sands of kronor unless otherwise stated. Transactions in foreign currency Transactions in foreign currency are translated into the functional currency at the exchange rate prevailing on the transaction date. Monetary assets and liabilities in foreign currency are translated into the functional currency at the exchange rate prevailing on the balance sheet date. Non- monetary items, which are measured at historical cost in a foreign currency, are not translated. Exchange rate differ - ences that arise in the translations are recognised in profit/ loss for the year. Exchange gains and losses relating to op - erating receivables and liabilities are recognised in operat - ing profit, while exchange gains and losses relating to finan- cial receivables and liabilities are reported as financial items. Recalculation of foreign subsidiaries Assets and liabilities in foreign operations are translated from the functional currency of the foreign operations, i.e., the main currency applicable in the economic environment in which each company operates, to the Group’s reporting currency at the exchange rate prevailing on the balance sheet date. Income and expenses in a foreign operation are translated into Swedish kronor at an average exchange rate that constitutes an approximation of the exchange rates at the time of each transaction. Translation differences that arise from currency translation of foreign operations are re- ported in other comprehensive income and accumulated in the translation reserve under equity. When the controlling influence ceases for a foreign operation, the associated translation differences are reclassified from the translation reserve under equity to profit/loss. Restatement regarding hyperinflation (IAS 29) The Group’s subsidiaries in countries that pursuant to IAS 29 are classified as high inflationary economies are reported in the consolidated financial statements after restatement for hyperinflation. Currently, Storytel’s operations in Turkey, which has the functional currency TRY, pursuant to IAS 29, are reported including goodwill that is consolidated from TRY to SEK. The non-monetary items in the balance sheet have been restated using a general price index. The index that Storytel used for restatement is a Turkish consumer price index with base period June 2005. The items that have been restated in the financial statements are based on reporting at his - torical cost. Restatement of the monetary balance is reported as part of other comprehensive income. The effect in other com - prehensive income TSEK 2,755 is included in the translation difference. This handling assumes that goodwill would have been booked to equity if it had been moved to subsidiary level. It also does not contribute to a change in the mone - tary net position in the subsidiary. The restatement of the monetary balance and profit/loss items in the subsidiary are part of net profit or loss and re - ported in the income statement as part of the financial in - come and expenses. The income statement has been re - stated at the most recent rate on the balance sheet date at the end of the year, see note 12. Segment reporting Operating segments are reported in a manner consistent with the internal reporting provided to the Chief Executive Officer (CEO). The Chief Executive Officer is the function responsible for allocating resources and assessing the op - erating segments’ performance. In the Group, this function has been identified as the CEO. The Group’s division into segments is based on the internal structure of the Group’s business operations, which means that the Group’s opera - tions have been divided into two reportable segments: Streaming and Publishing. The same accounting principles are applied to the seg - ments as for the Group, with the exception of net sales, which include 50% of Storytel Norway’s revenue in accor - dance with the ownership share (which in the consolidated financial statements is instead recognised using the equity method in accordance with IAS 28 and IFRS 11). Furthermore, lease agreements are recognised as linear operating ex - penses instead of in accordance with IFRS 16, and defined benefit pension plans are recognised as defined contribu - tion plans based on paid premiums instead of in accordance with IAS 19. A reconciliation between the segment measures and the Group’s financial statements is presented in note 3. Revenue from contracts with customers The Group’s significant revenue relates to the provision of streaming services to private and corporate customers and book sales of both printed and digital books. Sales of streaming services The largest part of the Group’s revenue consists of sales of Storytel’s Streaming service. Customers mainly consist of private individuals, and contracts arise when the customer signs up for the service. The length of the subscriptions is generally short since customers pay in advance and usually are bound on a monthly basis. Longer binding periods of three, six or twelve months occur in some markets. If the customer does not cancel their subscription, the streaming service will continue to the next payment period. The ser - vice is sometimes sold to private individuals through Storytel’s partnerships with other companies. In these cases, Storytel is the principal in the transaction. For the sale of gift cards, see below. Storytel assesses that the commitment to provide the streaming service constitutes a series of distinct services that substantially have the same pattern of transfer to the customer. Consequently, the Group recognises these as a single performance obligation, i.e., to provide and make available time-limited access to digital services. The trans - action price is primarily fixed over the term of the agree - ment.

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 80 Financial information Revenue from streaming services is recognised when con- trol has transferred to the customer and a contract with the customer exists and when the per formance obligation is ful- filled, which occurs over the contract period. At the same time, the customer receives and consumes the benefits pro- vided through the company’s performance when the com - pany fulfils its commitment by providing access to the streaming service. Revenue from streaming services is re - ported on a straightline-basis over the contract period since the customer then has access to the streaming service and Storytel thereby fulfils the performance. Gift cards for streaming services Storytel also sells gift cards to both private and corporate customers for subscription to the streaming service. Remuneration received is reported as a liability when the gift cards are sold, and revenue recognition commences at the time of redemption. If a gift card refers to a six-month subscription to the streaming service, the income is re - ported over that period. The revenue for gift cards that are not used within the period of validity (normally between 1–2 years), is reported when the period of validity has ended. Sale of books The Group generates publishing income through the sale of printed and digital books to retailers. The digital books that are sold are mainly licensed. The transaction price is mainly fixed, but there can be variable remuneration to some ex - tent, such as the right of return and volume-based price ad- justments. Variable remuneration is recorded as a liability until Storytel assesses that it is no longer probable that a significant reversal of accumulated income can take place. Simultaneously, a right-of-return asset is recognised for the right to recover products from customers upon settling the liability. The invoice is normally due for payment after 30– 60 days. Revenue from the sale of books is reported when control has been transferred to the customer and the performance commitment is thus fulfilled, which normally occurs at a spe- cific point in time. Where compensation for a right of use li - cense for a digital book is usage based, revenue is rec - ognised when the underlying consumption occurs, as the consideration cannot be reliably measured until that point. Employee benefits Defined-contribution and defined-benefit pension plans Storytel’s pension commitments are covered by de - fined-contribution and defined-benefit plans. The Group’s obligations regarding fees to defined-contribution plans are reported as an expense in the income statement at the rate at which they are earned by the employees performing services for the Group during the period. Defined-benefit plans are different plans for post-em - ployment benefits than defined-contribution plans. The ac- counting of defined benefit plans includes measurement of the obligation based on actuarial calculations and assump- tions, whereby a present value is calculated according to the assumption of a discount rate. Actuarial calculations are made according to the so-called Projected Unit Credit Method and are performed by an independent actuary. Plan assets are measured at fair value. If the value of the com - mitment exceeds the value of the plan assets, a net debt is reported in the statement of financial position. When the value of the plan assets exceeds the commitment, a net as- set is recognised (taking into account the effect of a so- called asset ceiling that may limit the accounting of a net asset). The pension costs for the period are reported as a personnel cost in profit/loss, with the exception of the net interest rate, which is reported as a financial item. Revaluations of the defined-benefit net debt (net asset) are reported in other comprehensive income. Compensation in the event of termination A cost for compensation in connection with redundancies is only reported if the company is demonstrably obliged, without a realistic possibility of withdrawal, by a formal de - tailed plan to terminate an employment before the normal time. When compensation is provided as an offer to encour- age voluntary redundancy, a cost is reported if it is proba - ble that the offer will be accepted and the number of em - ployees who will accept the offer can be reliably estimated. Share-based compensation Employees at the Group’s streaming companies participate in several warrant programs where the parent company Storytel AB (publ) issued warrants that entitle the holder to acquire shares in Storytel AB (publ). Share rights are granted free of charge. The cost of share-based compensation to employees is based on the fair value of the warrants as per the allocation date, calculated in accordance with the Black & Scholes model and the Monte Carlo model. The cost is recognised as a personnel cost together with a corre - sponding increase in equity during the period in which the vesting conditions are met, until the warrants are fully vested and the employee is fully entitled to remuneration. Social security expenses attributable to share-based compensation according to the above are expensed over the periods during which the services are performed. The li - ability for social security contributions that arises is remea - sured at every balance sheet date based on a new calcula - tion of the contributions that are expected to be paid when the warrants are redeemed. This means that the warrants are marked to market at each period end. The vesting conditions for the programs require the em - ployee to remain in employment during the vesting period and, for certain programs, that specified KPI targets are met. The assessment of the fulfillment of these conditions is reflected on an ongoing basis in the number of share op - tions and share rights expected to be exercisable at the end of the program. Intangible assets Amortisation principles Estimated useful lives for significant intangible non-current assets are as follows: Capitalized development expenditure: 3–10 years Rights, licenses, brands , customer relations: 3–15 years Leased premises: 1–9 years Leased assets, other: 3–5 years

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 81 Financial information Property, plant and equipment Amortisation principles Depreciation takes place on a straight-line basis over the asset’s estimated useful life. The estimated useful lives are: Tangible assets including cost of improvements on third- party property: 3–9 years. Leases Lease liabilities The Storytel Group has no variable lease charges linked to, for example, sales or the like. For the calculation of the present value of the lease pay- ments, the marginal borrowing rate as of the commence - ment date of the lease is normally used since the implicit interest rate in the contract can usually not be determined easily. The marginal borrowing rate represents the interest that the individual lessee would have to pay to borrow the equivalent amount to buy an asset of similar value as the right-of-use asset in a similar economic environment, with similar terms and collateral. Application of practical exceptions Storytel applies the practical exceptions regarding short- term leases and leases where the value of the underlying asset is low. Short-term leases are defined as leases with an initial term of a maximum of twelve months after consider - ation of any options to extend the lease. Leases where the value of the underlying asset is low have been defined by the Group as contracts where the underlying asset could be purchased for a maximum of SEK 50,000 and consists in the Group by, for example, IT equipment and office equipment. Lease payments for short-term leases and leases where the underlying asset is of low value are expensed on a straight- line basis over the term of the lease. Storytel also applies the practical exception of not distinguishing non-lease compo - nents from lease components and recognises each lease component and all associated non-lease components as a single lease component for all asset classes. The non-lease components in the Group mainly relate to fixed charges for water and electricity related to leases for offices. Impairment of non-financial assets The Group conducts an impairment test where there are in - dications that a decline in value has occurred in the tangi - ble or intangible assets, i.e., whenever events or changes in circumstances indicate that the carrying amount is not re - coverable. This also applies to right-of-use assets attribut - able to leases. Furthermore, assets with an indefinite useful life, i.e., the Group’s goodwill, are tested annually for impair- ment by calculating the asset’s recoverable amount, re - gardless of whether there are indications of a decline in value or not. An impairment loss is recognised at the amount by which the asset’s carrying amount exceeds its recoverable amount. A recoverable amount consists of the higher of the net sales value and the value in use that constitutes an in - ternally generated value based on future cash flows. When assessing impairment, assets are grouped at the lowest lev- els where there are separate identifiable cash flows (cash-generating units). When impairment needs have been identified for a cash-generating unit (group of units), the im- pairment amount is primarily allocated to goodwill. Thereafter, a proportional write-down is made of other as - sets included in the unit (group of units). When calculating the value in use, future cash flows are discounted with a dis- count factor that takes into account risk-free interest and the risk associated with the specific asset. An impairment loss is charged to profit/loss. Previously recognised write-downs are reversed if the re - coverable amount is judged to exceed the carrying amount. However, reversals do not take place with an amount that is greater than the carrying amount amounting to what it would have been if the write-down had not been reported in previous periods. All reversals are recognised in the in - come statement. Impairment of goodwill is never reversed, however. Financial instruments Financial assets The Group’s financial assets mainly consist of receivables and cash and cash equivalents. These financial assets are classified and measured at amortised cost. The Group does not hold any financial assets classified at fair value via other comprehensive income. The Group also does not hold any financial assets that constitute debt instruments classified at fair value through profit/loss. Equity instruments are classified at fair value through profit/loss. Fair value is determined as described in note 18 Financial instruments. Financial liabilities Financial liabilities, with the exception of contingent con - sideration and acquisition options, are classified at amor - tised cost. Financial liabilities reported at amortised cost are initially measured at fair value, including transaction costs such as borrowing costs. After the initial reporting oc- casion, they are measured at amortised cost according to the effective interest method. Fees for loan facilities are re- ported as transaction costs for the borrowing to the extent that it is probable that part or all of the credit facility will be utilized. In such cases, the fee is reported when the credit facility is utilized. When it is not considered probable that part or all of the credit facility will be utilized, the fee is re - ported as a prepayment for financial services and is ex - pensed as a financial cost over the term of the related loan facility. The Group’s contingent consideration and acquisition options are classified and reported as financial liabilities m e asure d a t fair valu e t hrough p rof it /l os s . Imp ac t on p rof it / loss from revaluations of these items, excluding the dis - counting effect, are recognised in the income statement as other operating income or other operating expenses. The discounting effect is recognised in net financial income. Borrowing is classified as current liabilities unless the Group has the right to defer payment of the debt for at least twelve months after the balance sheet date. Borrowing costs are recognised in the income statement in the period to which they relate. Accrued interest is recognised as part of non-current borrowing from credit institutions when the interest is expected to be settled within twelve months from the balance sheet date.

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 82 Financial information Fair value is determined as described in note 18 Financial instruments. Impairment of financial assets The measurement of expected credit losses is based on dif - ferent methods; see the Group’s note 25 Financial risks. For credit-impaired assets and receivables, an individual as - sessment is made where historical, current and forward-look- ing information is taken into account. The measurement of expected credit losses takes into account any collateral and other credit enhancements in the form of guarantees. Inventories Inventories consist of printed books and are valued at the lower of cost and net realizable value. Cost is calculated us- ing the first-in, first-out principle and includes expenditures for acquisition and transport to their current location and condition. Net realizable value is the estimated selling price less selling costs. At each reporting date, the net realizable value is calcu - lated based on available information, taking into account turnover rate, age, genre, and title-specific factors. Cash and cash equivalents Cash and cash equivalents consist of cash and immediately available balances with banks and corresponding institu - tions. Cash and cash equivalents are covered by the require- ments for loss provision for expected credit losses. Equity The company’s shares consist of two different types, series A and series B, which are reported as share capital. The dif - ference between the company’s share series is solely the number of votes to which the holder is entitled. The share capital is reported at its quota value, and the excess part is reported as Other capital contributions. Transaction costs that can be directly attributed to the issue of new shares are reported, net after tax, in equity as a deduction from the issue proceeds. Provisions The Group’s provisions mainly pertain to return reserves for printed books. The provision for returns is calculated using a model based on historical return data per publishing area. An average return rate is determined for each area and ap- plied to the current period’s sales. This reserve is continu - ously updated to reflect expected future returns related to sales recognized during the period. Cash flow The cash flow statement has been prepared using the indi - rect method. Note 2 Significant estimates and assumptions When preparing the financial statements, the company’s management and the Board must make certain estimates and assumptions that affect the carrying amount of asset and liability items and income and expense items, respec - tively, as well as other information provided. The estimates are based on experiences and assumptions that the man - agement and the Board assess to be reasonable in the pre - vailing circumstances. Actual outcome may then differ from these estimates if other conditions arise. The esti - mates and assumptions are evaluated on an ongoing basis and changes in estimates are reported in the period in which the change is made if the change has only affected this pe- riod, or in the period in which the change is made and future periods if the change affects both the current period and future periods. The following section describes the most sig- nificant accounting policies that rely on management’s judgments, as well as the areas where uncertainty in esti - mates is assessed to potentially have a material impact on the Group’s financial position and results. Judgments The following describes the judgements, independent of those involving estimations, that management has made in the process of applying the Group’s accounting policies and that have the most significant effect on the financial state- ments. Capitalized development expenditure The Group capitalizes certain development expenditures as intangible assets in the balance sheet, including the further development of Storytel’s technical platform and the de - velopment of Storytel’s digital audio and e-books. The cap - italization of development expenditures is based, among other things, on the assessment that future economic ben - efits will be generated by the asset, and that it is technically feasible to complete the asset so that it can be used in the business. Incorrect assumptions regarding the assets’ fu -

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 83 Financial information Note 3 Business segments The Group has, for accounting and follow-up, divided its op- erations into two segments: Streaming and Publishing. The Streaming segment consists of all audiobook and e-book streaming services operated under the brands Storytel, Mofibo, and Audiobooks.com. The Publishing segment con - sists of all publishing houses within Storytel Group: Norstedts Publishing Group, Lind & Co, Gummerus, People’s, and Bokfabriken as well as our global digital audio publisher Storyside. The Publishing segment also includes external sales from content productions. Each operating segment conducts a business that gen - erates revenue, incurs costs and is followed up by the Group’s highest executive decision-makers based on the indepen - dent financial information that is available. The results are followed up in order to make decisions about resources that are to be allocated to each segment and which long- and short-term financial goals are to be achieved. Storytel’s CEO is responsible for allocating resources and evaluating the operating segments’ performance and has thus been identified as the highest executive decision-maker in the Group. The Streaming segment includes 50 percent of Storytel Norway’s revenue and expenses based on the Group’s own - ership share. As Storytel Norway’s revenue is recognised in the consolidated financial statements in accordance with IAS 28 and IFRS 11 (the equity method), these items are elim - inated in the “Group-wide items and eliminations” column to reconcile with total Group revenue. Furthermore, the seg- ment reporting differs from the consolidated accounts re - garding IFRS 16 (Leases) and IAS 19 (Employee Benefits), as lease agreements are recognised as operating leases with straight-line costing and pensions as defined contribution plans. Internal transactions between segments take place on market terms. ture cash flows or useful lives could lead to a need for sig - nificant impairment charges. Management therefore con - tinuously reviews whether capitalized projects still meet the criteria for capitalization and if the carrying amount is jus - tified in relation to expected economic benefits. Key sources of estimation uncertainty The following section describes assumptions about the fu - ture and other key sources of estimation uncertainty that involve a significant risk of material adjustments to carry - ing amounts during the next financial year. Impairment testing of goodwill To determine whether the value of goodwill has decreased, the cash-generating units to which goodwill has been at - tributed are measured. In Storytel’s case the segments Streaming and Publishing and Audiobooks.com, which is a separate cash-generating unit, are measured by discount - ing the unit’s cash flows. In applying this method, Storytel relies on a number of factors, including achieved results, business plans, financial forecasts and market data. Changes in the conditions for these assumptions and esti - mates could have a significant effect on the value of good- will. Acquisition analyses and contingent consideration In connection with acquisitions of subsidiaries, purchase price allocations are prepared where identifiable assets, li - abilities, and contingent liabilities are recognised at fair value. As active markets are often unavailable, these val - ues are based on significant estimates of future cash flows and appropriate discount rates. Estimates are also made regarding the useful lives of acquired intangible assets. Furthermore, the valuation of contingent considerations is based on estimates of the future financial performance of the acquired entities, meaning that the actual outcome may deviate from the originally recognised value. Useful lives of intangible assets The estimate that the useful life of the platform is 3–10 years is based on the estimated time during which economic ben- efits will be generated. Rapid technical development may lead to shorter useful lives, which entails a risk of material impairment. Deferred tax receivables The valuation of deferred tax assets is based on manage - ment’s estimation of the size and timing of future taxable surpluses. The Company continuously assesses the proba - bility that future taxable profits will be available to utilize existing tax loss carryforwards. This estimation takes into account forecasted results, established business plans, and any legal restrictions in the jurisdictions where the Group operates. Changes in assumptions regarding future profit - ability may result in adjustments to the value of deferred tax assets in future periods.

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 84 Financial information Information per country where the Group has operations . Revenue from external customers, amounts in TSEK 2025 Streaming Publishing Group-wide items and eliminations Group total Sweden 1,024,212 858,468 -309,94 6 1,572,734 Denmark 5 07, 39 2 120,713 -70,741 5 57,36 4 USA 379,109 - - 379,109 Finland 268,321 131,942 - 49,917 350,346 Netherlands 316,910 20,846 -20,042 317,71 4 Poland 232,730 20,856 -16,753 236,832 Iceland 148,491 27,5 0 9 -25,523 150,478 Other countries 640,795 93,528 -276,166 458,157 Total 3,517,961 1,273,862 -769,089 4,022,734 Revenue from external customers, amounts in TSEK 2024 Streaming Publishing Group-wide items and eliminations Group total Sweden 1,014,127 726,442 -262,905 1,477,664 Denmark 5 07,8 81 132,147 -72,333 5 67,695 USA 391,498 - - 391,498 Finland 241,393 122,561 -33,852 330,102 Netherlands 299,822 21,176 -20,433 300,565 Poland 180,333 15,786 -13,650 182,469 Iceland 142,212 29,786 -27, 3 69 144,629 Other countries 599,60 0 7 7,15 6 -273,404 403,353 Total 3,376,867 1,125,054 -703,945 3,797,976 Revenue from subscriptions of streaming service refers to the market where the customer is domiciled. Revenue from digital and printed books per geographic market refers to the mar - ket in which the selling company is domiciled. Storytel has no customers who make up 10 percent or more of the Group’s rev- enues. Operating non-current assets, amounts in TSEK 2025/12/31 2024/12/31 Sweden 891,012 817,0 0 5 USA 764,858 978,261 Other countries 320,111 351,578 Total 1,975,980 2,146,844 There are no material non-current assets in any specific coun- try except for Sweden and USA.

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 85 Financial information 2025, amounts in TSEK Streaming Publishing Group-wide items and eliminations Group total Revenue from external customers 3,517,961 711,846 -207,072 4,022,734 Internal revenue - 562,016 -562,016 - Cost of goods sold -2,025,499 -864,315 699,676 -2,190,138 Gross profit 1,492,462 4 09,5 47 -69,412 1,832,596 Selling and marketing expenses -823,314 -84,937 24,602 -883,649 Technology and development expenses -198,276 -22,828 - -221,104 Administrative expenses -93,059 -125,454 -116,892 -335,405 Other operating income/cost -1,534 11,690 15,490 25,646 Profit from participations in associates - - 4,527 4,527 Operating Profit 376,279 188,018 -141,684 422,612 Add back Depreciation & Amortisation 128,553 188,135 8,082 324,770 Operating profit before depreciation/amortisation and impairment (EBITDA) 504,832 376,153 -133,602 747,38 3 Depreciation & Amortisation -128,553 -188,135 -8,082 -324,770 Operating profit 376,279 188,018 -141,684 422,612 Financial income - - - 18,685 Financial expense - - - -84,196 Profit before taxes - - - 357, 101 2024, amounts in TSEK Streaming Publishing Group-wide items and eliminations Group total Revenue from external customers 3,376,867 624,947 -203,838 3,797,976 Internal revenue - 500,107 -500,107 - Cost of goods sold -1,960,242 -774,048 636,124 -2,098,166 Gross profit 1,416,624 351,006 - 67,82 0 1,699,810 Selling and marketing expenses -809,357 -71,638 26,487 -854,508 Technology and development expenses -243,827 -21,637 10,490 -254,974 Administrative expenses -99,724 -133,693 -129,725 -363,142 Other operating income/cost -7,62 0 44,196 -10,570 26,006 Profit from participations in associates - - -6,861 -6,861 Operating Profit 256,096 168,235 -177,999 246,332 Add back Depreciation & Amortisation 127,9 26 162,670 7,526 298,122 Operating profit before depreciation/amortisation and impairment (EBITDA) 384,022 330,905 -170,473 544,454 Depreciation & Amortisation -127,9 26 -162,670 -7,526 -298,122 Operating profit 256,096 168,235 -177,999 246,332 Financial income - - - 41,169 Financial expense - - - -51,892 Profit before taxes - - - 235,609

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 86 Financial information Note 5 Other operating income Amounts in TSEK 2025 2024 Grants received 8,138 10,374 Copyswede 1 - 34,399 Exchange gains relating to operations 7,0 82 4,098 Sale of shares in ElevenLabs 14,969 - Other revenue 2 12,724 15,010 Total 42,913 63,881 1) During 2024 Storytel Group has through their Swedish publishers received a non-recurring amount of MSEK 34.4 in compensation from Copyswede, which refers to private copying fees in Sweden through - out previous periods. 2) Other revenue includes TSEK 5,592 (1,288) relating to insurance compensation received related to a fire at Tryckerigatan 4, Sweden in 2023. Grants received are primarily related to the Group’s publishing and translation of books. ceivable, and thus all receivables relating to the Group’s revenues are reported as accounts receivable. The contractual debt presented in the table above relates to advance payments from customers for which performance commitments have not yet been fulfilled. Contractual debt in the form of advance payments from customers is recognised in the balance sheet under the item Accrued expenses and prepaid income. Included in this item are also unre - deemed gift cards. Other contract liabilities relating to book sales, such as provisions for right of return, are presented in note 26 Provisions. Contractual debt is reported as revenue when performance commitments in the contract are fulfilled (or have been fulfilled). As the Group’s subscriptions do not run over periods lon- ger than one year, the majority of the contractual debt is expected to be recognised within one year, with most of it being recognised as revenue during the next quarter. The Storytel Group applies the practical expedient in IFRS 15 and therefore does not dis - close the transaction price allocated to remaining performance obligations for contracts with an original expected duration of one year or less, or for contracts where revenue is rec- ognised at the amount to which the Group has a right to invoice. For further information on the Group’s revenue recognition, including information on per- formance commitments, when these are usually met and which revenues are reported at a specific point in time and over time, see note 1 Accounting principles. Note 4 Revenue from contracts with customers 2025 Type of product or service, amounts in TSEK Streaming Publishing Group Total Revenue from subscriptions of streaming service 3,241,953 - 3,241,953 Revenue from publishing activities - 711,846 711,846 Revenue from invoiced licenses 68,935 - 68,935 Revenue from contracts with customers 3,310,888 711,846 4,022,734 Of which services transferred over time 3,310,888 - 3,310,888 Of which goods transferred at a point in time - 711,846 711,846 2024 Type of product or service, amounts in TSEK Streaming Publishing Group Total Revenue from subscriptions of streaming service 3,094,924 - 3,094,924 Revenue from publishing activities - 624,947 624,947 Revenue from invoiced licenses 78,105 - 78,105 Revenue from contracts with customers 3,173,029 624,947 3,797,976 Of which services transferred over time 3,173,029 - 3,173,029 Of which goods transferred at a point in time - 624,947 624,947 Revenues from Storytel AS amounting to TSEK 207,072 (203,837) are not included in the seg- ment Streaming like in note 3. For further information on the Group’s revenues per geograph- ical area and segment, see note 3 Segments. Licensing revenue within Streaming refers to revenue from third party platforms where Storytel licenses digital content for distribution via streaming services. For further information on the Group’s revenues per geographical area and segment, see note 3 Segments. Contractual debt, amounts in TSEK 2025/12/31 2024/12/31 Opening balance 154,532 133,537 Changes attributable to ordinary operations 4,678 20,995 Closing balance 159,210 154,532 The Group invoices mainly either in connection with the performance commitment being fulfilled (regarding book sales) or in advance (regarding subscription revenues). As a result, there are no contractual assets in the form of accrued income to which the company’s rights are conditional on continued performance in accordance with the contract. When the com- pany’s right to compensation becomes unconditional, the asset is reported as a trade re -

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 87 Financial information Note 6 Operating expenses Cost of products sold, amounts in TSEK 2025 2024 Goods for resale 1,858,051 1,799,331 Other external costs 47,151 44,830 Personnel costs 128,696 131,286 Depreciation/amortisation and impairment 156,239 122,719 Total 2,190,138 2,098,166 Selling and marketing expenses, amounts in TSEK 2025 2024 Goods for resale 31,635 22,029 Other external costs 622,451 590,794 Personnel costs 185,098 196,671 Depreciation/amortisation and impairment 44,465 45,014 Total 883,649 854,508 Technology and development expenses, amounts in TSEK 2025 2024 Other external costs 23,543 22,234 Personnel costs 92,350 129,196 Depreciation/amortisation and impairment 105,211 103,544 Total 221,104 254,974 Administrative expenses, amounts in TSEK 2025 2024 Other external costs 136,617 132,522 Personnel costs 179,932 203,774 Depreciation/amortisation and impairment 18,856 26,845 Total 335,405 363,142 Other operating expenses, amounts in TSEK 2025 2024 Operational exchange rate losses 17, 26 6 37,875 Total 17, 266 37,875 Cost of products sold primarily consists of payments to rights holders of digital and printed books, costs for suppliers of payment solutions, and costs for printed books. Distribution costs, personnel costs attributable to purchase of rights, production of books, and amor - tisation of rights catalogues are also included. Sales and marketing expenses primarily consist of marketing expenses, including pay - ment to rights holders for consumption from customers who are in a trial period and per - sonnel expenses and consultant expenses attributable to marketing and PR, amortisation and depreciation on fixed assets are included. Technology and development expenditure primarily consists of personnel expenses and external consultant expenses for IT, and development of products for Storytel’s technical platforms. Depreciation of technical platforms is also included. Administrative expenses primarily consist of personnel costs attributable to administra - tive services such as management, finance, HR and legal departments. Costs for external suppliers of administrative services, transaction costs for acquisitions, amortisation and depreciation on fixed assets are included.

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 88 Financial information Note 7 Depreciation/amortisation and impairment Note 8 Auditor’s fees Amounts in TSEK 2025 2024 Depreciation/amortisation per function Cost of product sold 156,239 114,846 Selling and marketing expenses 44,465 45,014 Technology and development expenses 104,590 101,026 Administrative expenses 18,856 25,481 Total 324,150 286,367 Depreciation/amortisation per asset class Intangible assets 281,155 244,097 Tangible assets 6,913 7,5 61 Right-of-use assets 36,083 34,708 Total 324,150 286,367 Impairment losses per function Cost of product sold - 7,873 Technology and development expenses 620 2,518 Administrative expenses - 1,365 Total 620 11,755 Impairment losses per asset class Goodwill and intangible assets 620 11,755 Total 620 11,755 Amounts in TSEK 2025 2024 Ernst & Young AB Audit assignment 6,470 6,759 Tax advisory services 123 - Other auditing activities 147 239 Other services 470 185 Total 7, 210 7, 18 3 Other auditing companies Audit assignment 545 118 Total 545 118 Audit assignments refers to the auditor’s work for the statutory audit, and auditing activ - ities refers to different types of quality assurance services. Other services refers to ser - vices that are not included in audit assignments or tax advisory services.

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 89 Financial information Note 9 Employees and personnel costs 2025 2024 Gender distribution Average number of employees Of which women, percent Of which men, percent Of which non- binary, percent Average number of employees Of which women, percent Of which men, percent Of which non- binary, percent Parent Company 6 83% 17% - 6 50% 50% - Subsidiaries in: Sweden 320 63% 37% - 307 63% 37% - Denmark 53 63% 37% - 55 65% 35% - Canada 39 51% 49% - 43 53% 47% - India 1 - 100% - - - - - Netherlands 8 63% 25% 12% 9 67% 22% 11% Finland 38 84% 16% - 40 80% 20% - Spain 5 64% 36% - 6 67% 33% - Poland 11 65% 35% - 9 67% 33% - Turkey 8 50% 50% - 8 50% 50% - Bulgaria 8 100% - - 7 100% - - Iceland 7 71% 29% - 8 75% 25% - Other countries 16 49% 51% - 22 64% 36% - Group total 520 63% 36% 1% 520 64% 35% 1% 2025 2024 Gender distribution, Board and senior executives Number of employees Of which women, percent Of which men, percent Of which non- binary, percent Number of employees Of which women, percent Of which men, percent Of which non- binary, percent Board members 7 43% 57% - 8 33% 67% - CEO and other senior executives 9 53% 47% - 6 38% 62% - Group total 16 49% 51% - 14 35% 65% -

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 90 Financial information 2025 2024 Board compensation, TSEK Basic remu - neration, Board fee Variable remu- neration Pension cost Other compen- sation Total Basic remu - neration, Board fee Variable remu- neration Pension cost Other compen- sation Total Chair of the Board Hélène Barnekow, as of 14/05/2024 1,173 - - - 1,173 728 - - - 728 Hans-Holger Albrecht, through 14/05/2024 - - - - - 435 - - - 435 Board member Jonas Tellander 454 - - - 454 472 - - - 472 Jonas Sjögren 385 - - - 385 331 - - - 331 Alexander Lindholm 352 - - - 352 351 - - - 351 Ulrika Danielsson, as of 14/05/2024 556 - - - 556 313 - - - 313 Erik Tidén, as of 14/05/2024 352 - - - 352 201 - - - 201 Filippa Wallestam, as of 14/05/2024 352 - - - 352 218 - - - 218 Joakim Rubin, through 01/11/2024 - - - - - 342 - - - 342 Lina Brouneus, through 14/05/2024 - - - - - 133 - - - 133 Lutz Finger, through 14/05/2024 - - - - - 133 - - - 133 Adine Grate, through 14/05/2024 - - - - - 207 - - - 207 Chief Executive Officer Bodil Eriksson Torp, as of 01/10/2024 4,081 1,874 878 - 6,833 1,000 2,000 140 - 3,140 Johannes Larcher, through 30/09/2024 - - - - - 5,263 6,144 - - 11,407 Other senior executives 8 (5) 25,448 3,322 4,463 - 33,233 14,254 8,390 2,452 - 25,096 Total 33,152 5,196 5,341 - 43,689 24,380 16,534 2,592 - 43,506 Personnel costs, TSEK 2025 2024 Parent Company Board and other senior executives Salaries and other remuneration 20,220 23,374 Social security contributions 6,213 6,818 Pension costs 2,431 632 Total 28,864 30,823 Other employees Salaries and other remuneration 2,260 5,411 Social security contributions 838 1,121 Pension costs 575 489 Total 3,673 7,0 21 Subsidiaries Board and other senior executives Salaries and other remuneration 18,128 15,726 Social security contributions 4,321 5,686 Pension costs 2,910 2,452 Total 25,359 23,863 Other employees Salaries and other remuneration 382,045 455,578 Social security contributions 96,581 101,663 Pension costs 49,555 42,074 Total 528,181 599,316 Group total 586,076 661,023

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 91 Financial information As at December 31, 2025, the Board of Directors, CEO and other senior executives had the following holdings in the Storytel long-term incentive program. The CEO was granted 108,010 share rights under a new separate incentive program. The cost for the year amounted to TSEK 2,830. Other senior executives hold 430,098 share rights; the cost for the year related to these share rights amounted to TSEK 1,338. Remuneration and conditions for senior executives Remuneration to the CEO and other senior executives con - sists of basic salary, short-term and long-term incentive pro- grams, pension benefits and share-based compensation. The short-term incentive programs include several pro - grams with outcomes linked to predetermined and measur - able performance criteria, measured over a period of one year. The long-term incentive programs are described in de- tail below. Other senior executives refer to persons who, to - gether with the CEO, form the Group Management. The current CEO has a notice period of twelve months if the termination is on the part of the Group. If the current CEO chooses to terminate her employment the notice pe - riod is six months. Severance pay The CEO is entitled to severance pay equivalent to 6 months’ base salary if the employment is terminated by the Group. No pension or holiday benefits shall be payable based on the severance pay. The basis for calculating the severance pay consists solely of the current fixed monthly salary. Incentive Programs Storytel Group has several ongoing share-based incentive programs, the latest was implemented in 2025 (LTIP 2025/2028). Only the CEO participates in this program, and the program includes a maximum of 108,010 perfor - mance-based share rights. The Grant Date has been estab - lished as December 2, 2025. The fair value at the time of grant has been calculated using a Monte Carlo simulation for the components linked to market conditions. The pro - gram is divided into two performance criteria, where the fair value per share right at grant has been established at SEK 35.74 for the TSR condition (weighting 60%) and SEK 76.60 for the ESG condition (weighting 40%). The valuation ap - plied an estimated share price at the start of the program of approximately SEK 76.60 and an exercise price of SEK 0.50. The expected term of the program is 2.7 years, and furthermore, an expected volatility of 50.67% and a risk- free interest rate of 2.2018% have been applied in the model. Expected dividends during the term have been assumed to be 0%, and the expected volatility has been established at 50.67%. The Storytel Group has three additional RSUs: LTIP 2023 and LTIP 2022/2026:1, where Group Management and key employees within the Streaming business area have been offered the right to subscribe for the RSUs, as well as LTIP 2022/2026:2, where only the former CEO has been offered the right to subscribe for RSUs. The participants in LTIP 2023 are divided into two cate - gories (Senior Executives and other key individuals). The RSUs vest over four years, from the date of grant until May 31, 2027. Each RSU entitles the holder to subscribe for one Class B share in Storytel, provided that a performance threshold regarding the share price development of Storytel’s Class B share is met. LTIP 2023 includes a maxi - mum of 2,420,000 RSUs. At the proposal of the Board, the 2024 Annual General Meeting resolved on an extension of the period during which the Board may resolve to grant the 377,543 RSUs in LTIP 2023/2027 that have not yet been allocated to employees. For more information regarding LTIP 2023/2027, please re - fer to the previous year’s Annual Report LTIP 2022/2026:1 and LTIP 2022/2026:2 comprise a total maximum of 973,000 RSUs. Each RSUs entitles the holder to subscribe for one Class B share in the company. The exer - cise of RSUs under LTIP 2022/2026:2 is subject to a perfor - mance threshold regarding the share price development of Storytel’s Class B share. For further information regarding LTIP 2022/2026:1 and LTIP 2022/2026:2, please refer to the previous year’s Annual Report. To enable Storytel’s delivery of shares under the share- based incentive programs, the General Meeting has re - solved on directed issues of a total of 3,627,747 warrants (se- ries 2022/2026:1, 2022/2026:2, 2023/2027, and 2025/2028), which have been subscribed for by Storytel AB (publ). The warrants issued for programs 2025/2028 and 2022/2026:1 in excess of the number of RSUs under the programs will be sold to cover the cash flow for social security contributions in connection with the exercise of RSUs by employees. RSUs have been granted to participants on an ongoing basis ac - cording to the plan terms, and employees have left their employment, resulting in a total number of outstanding RSUs, including RSUs for social security contributions, of 2,280,964 as of the balance sheet date. The quota value of Storytel’s shares is SEK 0.5 per share, and thus the increase in the company’s share capital may amount to a maximum of TSEK 1,140 upon full exercise of all outstanding warrants in connection with all of the Group’s RSU programs as of the balance sheet date. Storytel also has a previously outstanding employee stock option program, which expired in December 2025. For further information regarding this program, please refer to previous annual reports. During 2025, the total costs for the outstanding programs amount to TSEK 8,810 (17,607), of which TSEK 5,237 (9,671) con- stituted restricted stock options costs and TSEK 3,573 (7,936) related to the costs for social security contributions. The Group’s primary incentive program currently consists of the 2023/2027 program. The fair value of these share rights was determined at the time of grant in 2024 to be SEK 11.69 per share right. The valuation was based on a Monte Carlo model using the following input data: exercise prices of SEK 102, 112, and 122, a term of 4.0 years, a share price at the grant date of SEK 40.0, expected volatility of 40.0%, no expected dividends, and a risk-free interest rate of 1.0%. See the summary below of the Group’s employee stock option and restricted stock option plan.

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 92 Financial information Employee warrant and restricted stock unit programs, TSEK Storytel Loyalty Program 2020/2023 Storytel Loyalty Program 2021/2024 Restricted Stock Units 2022/2026:1 Restricted Stock Units 2022/2026:2 Restricted Stock Units 2023/2027 Restricted Stock Units 2025/2028 Outstanding January 1, 2024 366,013 190,148 303,996 600,000 1,863,100 - Allocated - - - - 238,000 - Forfeited -366,013 -74,4 42 -38,171 -284,583 -196,943 - Expired - -14,996 -42,760 - - - Outstanding December 31, 2024 - 100,710 223,065 315,417 1,904,157 - Redeemable December 31, 2024 - - - - - - Outstanding January 1, 2025 - 100,710 223,065 315,417 1,904,157 - Allocated - - - - - 108,010 Forfeited - - -14,898 - -122,280 - Released - - -125,369 - - - Expired - -100,710 - - - - Outstanding December 31, 2025 - - 82,798 315,417 1,781,877 108,010 Redeemable December 31, 2025 - - - - - - Exercise price (SEK) 231.96 262.18 0.5 0.5 0.5 0.5 Redemption period 1 Jun 2024-15 Dec 2024 1 Jun 2025-15 Dec 2025 1 Jun 2023-31 Dec 2026 1 Oct 2026-30 Nov 2026 1 Jun 2024-31 Oct 2027 1 Jun 2028-31 Jul 2028 Share-based expenses by function, TSEK 2025 2024 Cost of products sold -348 -126 Technology and development expenses 1,252 2,803 Selling and marketing expenses 1,845 2,904 Administrative expenses 6,062 12,026 Total 8,810 17,6 07

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 93 Financial information Warrant program Warrant program Number of warrants, TSEK 2020/2024:1 2021/2024:2 Outstanding January 1, 2025 - - Forfeited - - Redeemable December 31, 2025 - - Outstanding December 31, 2025 - - Outstanding January 1, 2024 70,000 291,297 Forfeited -70,000 -291,297 Redeemable December 31, 2024 - - Outstanding December 31, 2024 - - Forfeited - - Exercise price, (SEK) 289.95 360.49 Redemption period 1 Jun 2024-30 Jun 2024 1 Jun 2024-30 Jun 2024 Warrant programs As of June 30, 2024 all outstanding warrants are forfeited, see the table below. For more information regarding the warrant programs, see previous annual report.

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 94 Financial information Note 10 Pensions Specification of pension costs, amounts in TSEK 2025 2024 Costs relating to defined-benefit pensions Costs related to service this year, including special payroll tax and corresponding tax 4,602 2,767 Net interest 444 221 Costs relating to defined-contribution pensions Costs for defined-contribution pensions, including special payroll tax and corresponding tax 50,869 42,879 Pension cost recognised in the income statement 55,915 45,868 Of which Amount charged to personnel costs 55,471 45,646 Amounts charged to financial items 444 221 Total 55,915 45,868 Revaluation of pension provision 19,992 -16,337 Revaluation of plan assets -377 12,538 Pension cost, revenue (-) recognised in other comprehensive income 19,615 -3,799 The Group has different types of pension plans which mainly consist of defined-contribution pensions where contribu - tions determined for pensions are paid to a separate unit and there are no further obligations regarding additional payments. A small part of the Group’s pension plans consist of de - fined-benefit pension plans. Defined-benefit pensions mainly consist of explicit promises of future pension levels related to final salary. The plans expose the Group to risks including life expectancy and investment risk in plan assets. The Group is responsible for the pension commitment in the Group’s defined benefit plan in Sweden and has chosen to secure the pension obligations by transferring funds to a pension fund, Kooperativa Förbundets pensionsstiftelse (KF). The assets under management in the Foundation func- tion as a security for future pension payments. The pension is also credit insured in PRI Pensionsgaranti, where the Group, together with other credit-insured companies, has a mutual responsibility of 2 percent of the company’s pension liability, which is reported as a contingent liability. The information on the next page refers to the de - fined-benefit plans in Sweden.

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 95 Financial information Amounts reported in the balance sheet, amounts in TSEK 12/31/2025 12/31/2024 Present value of pension obligation, funded plans 187,767 202,670 Fair value of plan assets 187, 3 0 8 185,595 Net debt (+)/receivable (-) funded plans 459 17,075 Change in present value in obligations, amounts in TSEK 12/31/2025 12/31/2024 Opening balance 197,8 3 8 178,497 Interest 6,688 6,518 Costs related to service this year, including special payroll tax and corresponding tax 4,602 2,767 Revaluations of pension obligations, actuarial gains (-) and losses (+) -19,992 16,337 Remuneration paid -6,201 -6,281 Closing balance 182,935 197,8 38 Change in the fair value of plan assets, amounts in TSEK 12/31/2025 12/31/2024 Opening balance 185,595 169,979 Interest 6,244 6,296 Revaluations of plan assets, actuarial gains (-) and losses (+) -377 12,538 Payment for plan assets 2,047 3,063 Remuneration paid from plan assets -6,201 -6,281 Closing balance 187,3 0 8 185,595 Specification of plan assets, amounts in TSEK 12/31/2025 12/31/2024 Bonds and other interest-bearing securities 48% 48% Shares 37% 37% Real estate 12% 12% Other 3% 3% Total 100% 100% Sensitivity analysis defined-benefit pension liability (debt change, amounts in TSEK) 12/31/2025 12/31/2024 Change of assumption: Discount rate +/- 0.5 percentage points 14,419 16,298 Actuarial assumptions, amounts in TSEK 12/31/2025 12/31/2024 Discount rate 3.8% 3.4% Inflation 1.8% 1.7% Future salary increase 2.8% 2.7% Lifespan/mortality DUS23 DUS14 Expected return on plan assets 3.4% 3.7% The sensitivity analysis is based on a change in an individ - ual actuarial assumption, while other assumptions remain unchanged. This method shows the sensitivity of the com - mitment to a single assumption. This is a simplified method as the actuarial assumptions are usually correlated. The average term (duration) of the pension provision is approximately 16 years (17). Contributions that are expected to be paid to the de - fined-benefit plans during the following year amount to TSEK 868 (2,574).

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 96 Financial information Note 11 Financial income Note 12 Financial expenses Assets measured at amortised cost, amounts in TSEK 2025 2024 Interest income 12,763 13,147 Total interest income 12,763 13,147 Other financial income: Exchange gains on financial items 3,900 26,936 Monetary net income hyperinflation 1,933 814 Other financial income 88 273 Total other financial income 5,921 28,022 Total financial income 18,685 41,169 Financial income mainly consists of interest income, exchange rate changes and monetary net income related to hyperinflation. Interest income is reported in accordance with the effective interest method. Liabilities measured at amortised cost, amounts in TSEK 2025 2024 Interest expenses 28,145 46,443 Total interest expenses 28,145 46,443 Other financial expenses: Pension provision 444 221 Exchange losses on financial items 51,763 244 Monetary net loss hyperinflation - 1,464 Interest expenses lease liabilities 3,640 3,109 Other financial expenses 204 411 Total other financial expenses 56,052 5,449 Total financial expenses 84,196 51,892 Financial expenses mainly consist of interest expenses on financial liabilities which are cal - culated using the effective interest method, pension provisions, exchange rate changes, monetary net loss related to hyperinflation and interest expenses on lease liabilities. Remeasurement for hyperinflation From 2022, Storytels operation in Turkey is accounted for according to IAS 29 Financial re - porting in Hyperinflationary economies. The effect on the consolidated statement of in - come is shown in the table above. Storytel has used the Turkish consumer price index for the remeasurement. Exchange rates and index 2025 2024 Exchange rate SEK/TRY 0.2143 0.3111 Index 3,514 2,685

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 97 Financial information Note 13 Tax Amounts in TSEK 2025 2024 Current tax Tax on profit for the year -59,14 6 -51,740 Adjustment for previous years -19,567 3,056 Total current tax -78,713 -48,684 Deferred tax Deferred tax on temporary differences 225,613 26,571 Total deferred tax 225,613 26,571 Reported tax in the income statement 146,901 -22,114 Amounts in TSEK 2025 2024 Reconciliation of effective tax Profit before tax 3 57,101 235,609 Tax rate Parent Company 20.6% 20.6% Tax according to the current tax rate for the Parent Company -73,563 -48,536 Tax effect from: Non-taxable income 4,640 7,8 6 8 Effects from different tax rates in foreign subsidiaries -2,976 2,568 Other non-deductible expenses -10,392 -9,80 3 Loss carry forwards, whose tax value is not recognised as an asset - 800 Utilization of losses previously not recognised -19,567 3,056 Adjustment for previous period 43,757 21,934 Recognition of loss carry forwards 205,000 - Effective tax 146,901 -22,114 Utilization of losses -41.1% 9.4% Disclosures on deferred tax assets and liabilities. The following tables specify the tax ef - fect of the temporary differences: Specification of deferred tax assets/ liabilities, Amounts in TSEK 2025-12-31 2024-12-31 Financial assets 217,4 0 3 13,225 Total deferred tax assets 217, 4 0 3 13,225 Intangible assets 76,696 98,777 Total deferred liabilities 76,696 98,777 Deferred tax receivables/ liabilities, net 140,707 -85,551 Changes in deferred tax, temporary differences 2025-12-31 2024-12-31 Opening balances -85,551 -103,709 Reported in profit/loss 225,613 26,571 From acquisitions -10,791 -24 Exchange rate differences 11,436 -8,389 Total 140,707 -85,551 There are tax-related loss carryforwards and other temporary differences (primarily pen - sions) in Sweden for which deferred tax assets have not been recognized in the balance sheet amounting to MSEK 651 (1,829). Of this, MSEK 596 (1,775) relates to loss carryforwards in Sweden, which do not have a time limitation. During 2025, the Group recognized deferred tax assets of MSEK 205 related to previous - ly unrecognized loss carryforwards, as the Group can now demonstrate sufficient taxable profits in future periods in accordance with IFRS Accounting Standards. The assessment is based on updated business plans and forecasts supporting the utilization of these tax assets. Deferred tax assets have not been recognized for the remaining items as the Group cannot, at this stage, demonstrate that sufficient future taxable profits will be available to utilize these amounts in accordance with the recognition criteria under IAS 12. The deferred tax assets recognized in the balance sheet in profit-generating companies within the Group, reflect future tax benefits that the company is expected to obtain. These arise due to temporary differences between reported and tax values of assets and liabilities, as well as tax loss carryforwards that can be utilized against future taxable profits.

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 98 Financial information Note 14 Earnings per share Earnings per share, basic 2025 2024 Profit for the year attributable to Parent Company shareholders, TSEK 483,038 196,705 Average number of ordinary shares outstanding (thousands) 7 7,182 7 7,124 Earnings per share, basic, SEK 6.26 2.55 Earnings per share, diluted 2025 2024 Profit for the year attributable to Parent Company shareholders, TSEK 483,038 196,705 Average number of ordinary shares outstanding, basic (thou - sands) 7 7,182 7 7,124 Effect of share-based payment programs (thousands) 524 288 Average number of ordinary shares outstanding, diluted (thou - sands) 7 7,70 5 7 7,412 Earnings per share, diluted, SEK 6.22 2.54 Weighted average number of ordinary shares, basic (thousands) 2025 2024 Number of shares at the beginning of the year 7 7,151 7 7,10 8 New share issue 156 43 Number of shares at year-end 7 7, 3 07 7 7,151 Weighted average number of shares 77, 182 77,124

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 99 Financial information Acquisition values, amounts in TSEK Goodwill Internally generated intangible assets Rights, licenses, brands , customer relations Work in progress capitalized expenditure Total intangible assets excl. Goodwill Opening balance January 1, 2025 1,311,207 1,180,889 1,156,771 39,147 2,376,804 Investments during the period - 69,585 6,787 102,452 178,824 Acquired via business combination/asset acquisition 49,735 - 58,492 - 58,492 Reclassifications - 124,372 -12,742 -111,631 - Sales/disposals - -168,233 -8,423 - -176,656 Translation effects -152,847 -18,875 -158,838 - -177,71 3 Closing balance December 31, 2025 1,208,095 1 , 187,739 1,042,046 29,969 2,259,751 Amortisation as at January 1, 2025, amounts in TSEK - -622,028 -443,833 - -1,065,861 Depreciation/amortisation for the period - -165,268 -115,952 - -281,220 Sales/disposals - 7 7,0 6 4 8,423 - 85,488 Reclassifications - -8,828 8,828 - - Translation effects - 9,620 66,756 - 76,376 Accumulated depreciation/amortisation as at December 31, 2025 - -709,4 4 0 -475,778 - -1,185,218 Accumulated impairment as at January 1, 2025, amounts in TSEK -508,201 -119,595 - - -119,595 Impairment for the period - -620 - - -620 Translation effects 82,793 3,449 - - 3,449 Sales/disposals - 90,426 - - 90,426 Accumulated impairment as at December 31, 2025 -425,407 -26,340 - - -26,340 Closing carrying amount as at December 31, 2025 782,689 451,959 566,268 29,969 1,048,196 Note 15 Goodwill and intangible assets

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 100 Financial information Acquisition values, amounts in TSEK Goodwill Internally generated intangible assets Rights, licenses, brands , customer relations Work in progress capitalized expenditure Total intangible assets excl. Goodwill Opening balance January 1, 2024 1,233,101 1,126,926 979,902 12,050 2,118,875 Investments during the period - 107,0 6 0 10,595 44,723 162,378 Acquired via business combination/asset acquisition - - 99,975 - 99,975 Reclassifications - 17,626 - -17,626 - Sales/disposals -3,253 -78,644 -13,187 - -91,831 Translation effects 81,360 7,9 21 79,4 86 - 87, 4 0 8 Closing balance December 31, 2024 1,311,207 1,180,889 1,156,771 39,147 2,376,804 Amortisation as at January 1, 2024, amounts in TSEK - -519,290 -321,232 - -840,523 Depreciation/amortisation for the period - -138,848 -105,251 - -244,099 Sales/disposals - 40,160 10,158 - 50,319 Translation effects - -4,051 -27,5 0 8 - -31,559 Accumulated depreciation/amortisation as at December 31, 2024 - -622,028 -443,833 - -1,065,861 Accumulated impairment as at January 1, 2024, amounts in TSEK -465,385 -143,766 - - -143,766 Impairment for the period - -11,755 - - -11,755 Translation effects -42,816 -815 - - -815 Sales/disposals - 36,741 - - 36,741 Accumulated impairment as at December 31, 2024 -508,201 -119,595 - - -119,595 Closing carrying amount as at December 31, 2024 803,007 4 39,267 712,937 39,147 1,191,349

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 101 Financial information Internally generated intangible assets The Group’s internally generated intangible assets mainly relate to the development of Storytel’s technical platform and Storytel’s digital catalogue for audiobooks and e-books. Rights, licenses, brands Rights, licenses and brands mainly refers to acquired rights regarding books and acquired trademarks and are re - ported at cost less accumulated amortisation and any ac - cumulated impairment. Impairment Testing The Group tests for impairment of non-current assets with an indefinite useful life, which currently consists of good - will. The impairment test is conducted as per December 31 each year or more frequently if events or changes in cir - cumstances indicate a possible impairment. The Group’s goodwill of TSEK 782,689 (803,007) has arisen in connection with the business acquisitions that the Group has made. Goodwill is tested for impairment at the lowest levels where there are separately identifiable cash flows (cash-generating units), which for the Group constitutes Streaming, Publishing and Audiobooks.com. No need for impairment of goodwill has been identified in 2025. The carrying amount of goodwill is divided into cash-gen- erating units as follows: 2025, TSEK Streaming Publishing Audiobooks.com Total Goodwill 366,045 107,216 309,428 782,689 2024, TSEK Streaming Publishing Audiobooks.com Total Goodwill 369,580 63,777 369,650 803,007 The impairment test for the Group’s goodwill consists of as - sessing whether the unit’s recoverable amount is higher than its carrying amount for each cash-generating unit to which the goodwill belongs. The recoverable amount has been cal - culated on the basis of the unit’s value in use, which is the present value of the unit’s expected future cash flows with - out regard to any future business expansion and restructur - ing. The calculation of the value in use has been based on the following parameters. Cash flows beyond the forecast period are extrapolated using a long term growth rate that reflects the expected long term development of the relevant mar - kets. 12/31/2025 Streaming Publishing Audiobooks.com Discount factor before tax (%) 11.9% 10.5% 11.0% Forecast of cash flows below 5 years 5 years 5 years Subsequent extrapolation of cash flows with a growth of (%) 2.0% 2.0% 3.0% 12/31/2024 Streaming Publishing Audiobooks.com Discount factor before tax (%) 11.9% 9.7% 11.6% Forecast of cash flows below 5 years 5 years 5 years Subsequent extrapolation of cash flows with a growth of (%) 2.0% 2.0% 3.0% The discounted cash flow model includes forecasting of fu - ture cash flows from operations, including estimates of reve - nue volumes and costs. The important assumptions that drive expected cash flows over the next few years are sales gro - wth and margin development. Values have been estimated on these variables mainly based on and in accordance with historical experience. There are no reasonable changes to key assumptions that would trigger an impairment for Streaming, Publishing or Audiobooks.com.

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 102 Financial information Acquisition values, amounts in TSEK Property, plant and equipment Opening balance January 1, 2025 44,735 Additions during the period 10,238 Acquired via business combination 13 Sales/disposals -3,316 Translation effects -1,872 Closing balance December 31, 2025 49,798 Accumulated depreciation/amortisation as at January 1, 2025 -31,126 Depreciation/amortisation for the period -6,913 Sales/disposals 1,979 Translation effects 1,429 Accumulated depreciation/amortisation as at December 31, 2025 -34,630 Closing carrying amount as at December 31, 2025 15,167 Acquisition values, amounts in TSEK Property, plant and equipment Opening balance January 1, 2024 41,241 Additions during the period 3,070 Sales/disposals -552 Translation effects 976 Closing balance December 31, 2024 44,735 Accumulated depreciation/amortisation as at January 1, 2024 -23,423 Depreciation/amortisation for the period -7,5 61 Sales/disposals 500 Translation effects -642 Accumulated depreciation/amortisation as at December 31, 2024 -31,125 Closing carrying amount as at December 31, 2024 13,610 Property, Plant and Equipment primarily consists of office premises. Storytel has no property, plant and equipment that are not used in the company’s operations, which have been taken out of use or for which the fair value is deemed to de - viate significantly from the carrying amount. Note 16 Property, plant and equipment

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 103 Financial information Storytel’s significant leases mainly consist of contracts for office premises. Storytel clas - sifies its leases in the classes premises and other. Other mainly relates to equipment and vehicles. The table below presents the Group’s closing balances regarding right-of-use as - sets and lease liabilities as well as the operations during the year: Amounts in TSEK Premises Other Total Lease liability Opening balance January 1, 2025 69,28 4 1,547 70,830 72,256 Additional contracts 11,375 - 11,375 11,375 Cancelled contracts - -77 -77 -77 Depreciation/amortisation -34,955 -1,127 -36,082 - Revised contracts 85,459 866 86,326 85,207 Revaluations of contracts -2,392 -52 -2,444 -2,407 Amortisation - - - -37 ,355 Closing balance December 31, 2025 128,771 1,157 129,928 129,010 Opening balance January 1, 2024 82,195 1,924 84,119 91,328 Additional contracts 17,9 91 737 18,728 18,728 Cancelled contracts -292 -172 -464 -438 Depreciation/amortisation -33,562 -1,146 -34,708 - Revised contracts 1,621 167 1,788 1,788 Revaluations of contracts 1,331 37 1,367 1,176 Amortisation - - - -40,326 Closing balance December 31, 2024 69,28 4 1,547 70,830 72,256 Note 17 Right-of-use assets and lease liabilities The amounts reported in the Group’s statement of income during the year attributable to lease activities are presented below: Amounts in TSEK 2025 2024 Depreciation of right-of-use assets -36,083 -34,708 Interest expenses on lease liabilities -3,640 -3,109 Cost regarding short-term leases -43 - Cost of contracts where the underlying asset is of low value -47 -167 Translation effects -195 318 Lease cancellation result - -26 Total -40,007 -37,692 Storytel reports a cash outflow attributable to leases amounting to TSEK 40,995 (35,565). For a maturity analysis of the Group’s lease liabilities, see note 25 Financial risks.

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 104 Financial information Measurement of financial assets and liabilities as at 12/31/2025 Financial assets, amounts in TSEK Note Financial assets/liabilities measured at amortised cost Financial assets/liabilities measured at fair value through profit/loss Financial assets/liabilities measured at fair value via other comprehensive income Total carrying amount Other non-current receivables 32,246 - - 32,246 Trade receivables 219,585 - - 219,585 Other receivables¹ 22,291 - - 22,291 Cash and cash equivalents 686,395 - - 686,395 Receivables in associates 30 30,096 - - 30,096 Total 990,613 - - 990,613 Financial liabilities, amounts in TSEK Liabilities to credit institutions 550,000 - - 550,000 Trade payables 245,078 - - 245,078 Accrued expenses² 27 304,119 - - 304,119 Deferred payment ³ 27, 232 - - 27, 232 Total 1,126,429 - - 1,126,429 1) Excluding tax items of TSEK 19,666. 2) Accrued royalties, accrued interest, short term incentive program and other accrued expenses. 3) Relates to deferred payments attributable to previously completed asset acquisitions, of which TSEK 17,232 is presented in the consolidated statement of financial position under other long-term liabilities and TSEK 10,000 under other current liabilities. Note 18 Financial instruments

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 105 Financial information Measurement of financial assets and liabilities as at 12/31/2024 Note Financial assets/liabilities measured at amortised cost Financial assets/liabilities measured at fair value through profit/loss Financial assets/liabilities measured at fair value via other comprehensive income Total carrying amount Financial assets Other non-current receivables 30,918 - - 30,918 Trade receivables 220,381 - - 220,381 Other receivables¹ 32,447 - - 32,447 Cash and cash equivalents 622,954 - - 622,954 Receivables in associates 30 32,194 - - 32,194 Total 938,893 - - 938,893 Financial liabilities Liabilities to credit institutions 650,000 - - 650,000 Trade payables 292,236 - - 292,236 Accrued expenses² 27 316,445 - - 316,445 Deferred payment and acquisition options ³ 28,178 4,046 - 32,224 Total 1,286,859 4,046 - 1,290,905 1) Excluding tax items of TSEK 36,642. 2) Accrued royalties, accrued interest, short term incentive program and other accrued expenses. 3) TSEK 28,178 relates to deferred payments attributable to previously completed asset acquisitions, presented in the consolidated statement of financial position under other long-term liabilities and TSEK 4,046 to acquisition option presented under other current liabilities. For current receivables and liabilities, such as accounts re - ceivable and trade payables, the carrying amount is con - sidered to be a good approximation of the fair value. The Group has no financial assets or liabilities that have been set off in the accounts or that are covered by a legally binding netting agreement. The assets’ maximum credit risk consists of the net amounts of the carrying amounts in the tables above. The Group has not received any pledged col - lateral for the net financial assets. Measurement at fair value Fair value is the price that at the time of measurement would be obtained on the sale of an asset or paid on the transfer of a liability through an orderly transaction between mar - ket participants. The table below shows financial instru - ments measured at fair value, based on how the classifica - tion in the fair value hierarchy is made. The different levels are defined as follows: Level 1 – Listed prices (unadjusted) in active markets for identical assets or liabilities Level 2 – Observable input data for assets or liabilities other than quoted prices included in level 1, either directly (i.e., as price quotations) or indirectly (i.e., derived from price quotations) Level 3 - Asset or liability input data that is not based on observable market data (i.e., non-observable input data)

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 106 Financial information There were no financial assets measured at fair value as at December 31, 2025 or December 31, 2024. For financial liabili - ties see below. Financial liabilities measured at fair value as at December 31, 2025 Level 1 Level 2 Level 3 Total Contingent consideration - - - - Acquisition option - - - - Financial liabilities measured at fair value as at December 31, 2024 Level 1 Level 2 Level 3 Total Contingent consideration - - - - Acquisition option - - 4,046 4,046 Acquisition option Storytel’s acquisition option (put/call option) relating to the financial year 2024 concerns the acquisition of the remain - ing 6.7% of the shares in Earselect AB. The acquisition re - sulted in additional consideration of TSEK 4,046 being transferred in 2025. As at the end of 2025, Storytel owned 100% of the shares in Earselect. The acquisition option is recognised at fair value in the statement of financial position as at 31 December 2024, measured in accordance with IFRS 9 and classified as Level 3 in the fair value hierarchy in accordance with IFRS 13. As the option price was not subject to any conditions other than the passage of time, and as the discounting effect at - tributable to the time value was assessed to be insignificant, no discounting has been applied. Accordingly, the rec - ognised amount as at 31 December 2024 is considered to represent the fair value of the acquisition option. Note 19 Inventories Amounts in TSEK 12/31/2025 12/31/2024 Finished goods and goods for resale 86,726 85,056 Products under construction 25,312 11,763 Obsolescence -39,728 -43,688 Carrying amount 72,310 53,132 Note 20 Prepaid expenses and accrued income Amounts in TSEK 12/31/2025 12/31/2024 Prepaid royalties 204,907 175,079 Other prepaid expenses 54,608 61,229 Accrued income 7,331 8,114 Carrying amount 266,846 244,423 Note 21 Cash and cash equivalents Amounts in TSEK 12/31/2025 12/31/2024 Bank balance 686,395 622,954 Carrying amount 686,395 622,954

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 107 Financial information Note 22 Group companies Business Main activity Corp.ID Registred office Share of capital/ voting rights 12/31/2025 Share of capital/ voting rights 12/31/2024 Storytel AB (publ) Management 556575-2960 Sweden Parent Company Parent Company Storytel Sweden AB Streaming 556696-2865 Sweden 100% 100% Storytel NL BV Streaming 58216111 Netherlands 100% 100% Storytel Publishing Netherlands NL B.V³ Digital publishing 62057707 Netherlands - 100% Storyside AB Digital publishing 556630-2906 Sweden 100% 100% Glimmerdagg AB⁴ Digital publishing 559486-3754 Sweden 100% 100% Mofibo Books ApS Streaming 35228691 Denmark 100% 100% Storytel Sp. z o.o. Streaming 0000608730 Poland 100% 100% Storytel Oy Streaming 2792250-7 Finland 100% 100% Storytel LLC Streaming 1147847137020 Russia 100% 100% Norstedts Förlagsgrupp AB Publishing 556045-7748 Sweden 100% 100% Brombergs Bokförlag AB Publishing 556716-8488 Sweden 100% 100% Gummerus Kustannus Oy Publishing 0482813-9 Finland 100% 100% Peoples Press A/S Publishing 26608694 Denmark 100% 100% Storytel Bulgaria EOOD Streaming 202130119 Bulgaria 100% 100% Storytel Iceland EHF Streaming 570504-3040 Iceland 100% 100% Storytel Turkey Yayincilik Hizmetleri A.S. Streaming 35728/5 Turkey 100% 100% Storyside India LLP Digital publishing AAH-6929 India 95% 95% Storytel Italy S.rl Streaming 10127220969 Italy 100% 100% Storytel S.L Streaming B66996729 Spain 100% 100% Storytel Servicios S. de R.L. de C.V Streaming N-2018042772 Mexico 100% 100% Storytel Latin America S. de R.L. de C.V Streaming N-2018043761 Mexico 100% 100% Storytel Pte Ltd Streaming 201842070G Singapore 100% 100% Storytel Services UK Limited Streaming 11708468 England 100% 100% 1) The Storytel Group owned 93 percent of the shares in Earselect AB in 2024, however the holding was reported at 100 percent, without regard to non-controlling interests, based on the acquisition option at - tached to the acquisition. 2) Owned 100 percent by Bokförlaget Lind & Co AB. 3) Merged during the year. 4) Asset acquisition. 5) Acquired during the year. The holdings of the Parent Company, Storytel AB (publ), in direct and indirect subsidiaries that are covered by the consolidated financial statements are shown in the table below:

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 108 Financial information Business Main activity Corp.ID Registred office Share of capital/ voting rights 12/31/2025 Share of capital/ voting rights 12/31/2024 Storytel South Korea LLC Streaming 110114-0238631 South Korea 100% 100% Storytel (Thailand) Ltd Streaming 0105562091258 Thailand 100% 100% Storytel Germany Audio GmbH Streaming HRB 221514 Germany 100% 100% iCast Ltd Streaming 51-374645-3 Israel 100% 100% Kitab Sawti AB Streaming 559052-8534 Sweden 100% 100% Kitab Sawti Mena FZ LLC Streaming 94673 United Arab Emirates 100% 100% Kitab Sawti LLC, in liquidation Streaming 144132 Egypt 100% 100% Earselect AB 1 Digital book production 556920-7425 Sweden 100% 93% Storytel Books AB Management 559286-0240 Sweden 100% 100% Storytel France SAS Streaming 552 006 769 France 100% 100% Bokförlaget Lind & Co AB Publishing 556608-8737 Sweden 70% 70% Bokfabriken AB⁵ Publishing 556972-1896 Sweden 70% - Legolas Holding Parent Corporation Management - USA 100% 100% Legolas Holding Corporation Management - USA 100% 100% Storytel Audiobooks USA LLC Streaming - USA 100% 100% Storytel Audiobooks Canada, Inc Streaming - Canada 100% 100% Bokförlaget Dar Al-Muna AB 2 Publishing 556795-0406 Sweden 70% 70% Wydawnictwo Lind & Co Polska sp. z o o 2 Publishing 000097628 Poland 70% 70% 1) The Storytel Group owned 93 percent of the shares in Earselect AB in 2024, however the holding was reported at 100 percent, without regard to non-controlling interests, based on the acquisition option at - tached to the acquisition. 2) Owned 100 percent by Bokförlaget Lind & Co AB. 3) Merged during the year. 4) Asset acquisition. 5) Acquired during the year.

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 109 Financial information Amounts in TSEK 12/31/2025 12/31/2024 Opening carrying amount 23,905 28,845 Disposal of associates -512 - Shareholder contribution - 2,000 Share of profit for the year 4,527 -6,861 Translation difference -317 -78 Closing carrying amount 27,6 0 3 23,905 The list below includes the Group’s shares in associated companies and joint ventures. Company, registered office, TSEK Corp. ID No. Closing equity 12/31/2025 Profit/loss 2025 Share of capital and voting rights Number of shares Carrying amount 12/31/2025 Carrying amount 12/31/2024 Storytel AS, Oslo (joint venture) 913211421 15,742 12,620 50% 100,000 8,122 2,108 Bokinfo Norden HB, Stockholm 969698-9996 7,52 0 804 25% - 1,906 1,705 Helsinki Literary Agency Oy, Helsinki 2803858-8 56 - 25% 1 144 155 Nuanxed AB , Stockholm 559315-2456 14,416 -3,358 38% 16,666 5,825 7,116 Mockingbird Publishing Software AB, Stockholm 559222-7333 4,556 -1,434 49% 24,500 11,047 11,750 Other associated companies - - - - 559 1,071 27,6 0 3 23,905 Financial information associated companies Summary financial information for the Group’s associated companies is specified in the table below. The information refers to 100 percent of the sales, net profit, assets and lia - bilities. Storytel AS Other associated companies Amounts in TSEK 2025 2024 2025 2024 Sales 414,125 4 07,675 71,820 48,641 Net profit/loss 12,620 -12,375 4,057 -91 Assets 144,418 141,556 52,338 32,872 Liabilities 128,676 137,821 25,846 19,894 Contractual Obligations Mockingbird Publishing Software AB, Stockholm. The primary shareholders, Storytel Books and Bonnier Books, have an obligation until December 31, 2027, to provide additional financing or convert loans into equity, if neces - sary, in proportion to their shareholding (pro rata), in order to maintain the company’s pos - itive financial performance. After this date, any further financing or conversion of loans into equity will be provided by all parties, in proportion to their shareholding. However, it is stipulated that none of the primary shareholders is obligated to provide more capital to the company than MSEK 6. As of the balance sheet date, December 31, 2025, Storytel Books has already transferred MSEK 4 as part of its commitment under the terms outlined above. Note 23 Associated companies and joint ventures

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 110 Financial information Share capital The registered share capital as of December 31, 2025 consists of class A-shares and B-shares. A-shares B-shares Type of share Ordinary share Ordinary share Votes per share 10 1 Quota value December 31, 2024 0.5 0.5 Quota value December 31, 2025 0.5 0.5 Amounts in TSEK Opening number of shares January 1, 2024 77, 10 8 Increase via new share issue 43 Closing number of shares December 31, 2024 77,151 Increase via new share issue 156 Closing number of shares December 31, 2025 77,3 07 All shares are fully paid, and no shares are reserved for transfer. Other capital contributions Other capital contributions consists of capital contributed by Storytel’s owners in the form of new issues, including premium payments regarding warrants. Translation reserve The Group’s translation reserve includes all exchange rate differences that arise when translating financial statements from foreign operations that have prepared their finan - cial statements in a functional currency other than the currency in which the Group’s fi - nancial reports are presented. The Group presents its financial statements in Swedish kro - nor (SEK). Accumulated translation difference is recognised in profit/loss upon divestment of the foreign operations. Retained earnings including profit/loss for the year Retained earnings consist of the sum of the year’s earnings and profit/loss from previous years, including revaluation of defined-benefit pension plans. Note 24 Equity

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 111 Financial information Note 25 Financial risks The Group’s earnings, financial position and cash flow are affected both by changes in the rest of the world and by the Group’s own actions. The risk management work aims to clarify and analyze the risks that the company encoun - ters and, as far as possible, to prevent and limit any nega - tive effects. Through its operations, the Group is exposed to various types of financial risks: credit risk, market risks (interest rate risk, currency risk and other price risk) as well as liquidity risk and refinancing risk. The Board has the overall responsibil - ity for the Group’s risk assesment, including financial risks. The risk management includes identifying and evaluating the risks that the Group faces. Priority is given to the risks that, in an overall assessment regarding possible impact, probability and consequence, are judged to have the most negative impact on the Group. The Group’s overall objec - tive for financial risks is to ensure short- and long-term cap- ital supply, achieve a long-term and stable capital structure with a granular maturity structure and achieve low risk ex - posure. Credit risk Credit risk is the risk that the Group’s counterparty in a fi - nancial instrument will not be able to fulfil its obligation and thereby cause the Group a financial loss. The Group’s credit risk arises primarily through receivables from customers and when investing cash and cash equivalents. At each report - ing occasion, the Group evaluates the credit risk of existing exposures, taking into account forward-looking factors. Below are the financial assets the Group has reserved ex- pected credit losses for. In addition to the assets below, the Group also monitors provisions for other financial instru - ments. In cases where the amounts are not deemed to be insignificant, a provision is made for expected credit losses for these financial instruments as well. Credit risk in accounts receivable (simplified method for credit risk reserve) For the Group, credit risk is primarily in accounts receivable, and Storytel’s goal is to have a continuous follow-up of this credit risk. The Group’s customers consist of both compa - nies and consumers. The Group has established guidelines to ensure that sales of products and services are made to customers with a suitable credit background and that the credit risk is reduced if necessary and if possible through, for example, advance payment and that subscriptions are terminated if payment is not made. The payment terms nor- mally amount to between 30–60 days depending on the counterparty. The historical credit losses amount to a small amount in relation to the Group’s sales. Despite the chal - lenging economic market due to inflation and high interest rates, Storytel has not identified any increased risk of cus - tomer losses. The Group applies the simplified method for reporting ex- pected credit losses for accounts receivable , including in - tercompany receivables. This means that expected credit losses are reserved for the remaining term, which is ex - pected to be less than one year for all receivables. The Group’s customers are segmented into three groups: cus - tomers with credit ratings, large global corporate custom - ers or other. Credit risk for customers with a credit rating is assessed on the basis of an established credit rating. Customers within each other group are judged to have a similar risk profile, which is why the credit risk is initially as - sessed collectively for all customers in each group. In the event of receivables that are more than 30 days due for payment or where the credit risk is deemed significant, the credit provision for these receivables is assessed per coun - terparty based on historical loss ratio, other known infor - mation and forward-looking factors, including information about individual customers and management’s assessment of impact from the economy of the industry. The Group has defined default as when payment of the receivable is 90 days late or more or if other factors indi - cate that there is a suspension of payment. In these cases, an individual assessment is made to estimate further ex - pected credit loss. The Group writes off a receivable when there is no longer any expectation of receiving payment and when active measures to receive payment have been terminated. Age analysis accounts receivable, Net 12/31/2025 12/31/2024 Non-overdue accounts receivable 196,091 188,307 Overdue accounts receivable: 0-30 days 20,477 20,750 31-60 days 1,140 3,582 61-90 days 883 329 91-120 days 110 1,360 > 120 days 885 6,053 Total 219,585 220,381 The credit quality of receivables that are not overdue for more than 90 days is judged to be good, based on histori - cally low customer losses and consideration of forward-look- ing factors.

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 112 Financial information Expected trade losses for accounts receivable and contract assets (according to simplified method) Amounts in TSEK 12/31/2025 12/31/2024 Opening carrying amount -6,374 -2,910 Provision for expected losses -34 -3,464 Reversed, previously written off amounts 3,471 - Closing carrying amount -2,937 -6,374 Cash and cash equivalents The Group’s credit risk also arises from the investment of cash and cash equivalents. Storytel’s goal is to have a con - tinuous follow-up of credit risk attributable to investments. One way of counteracting credit risk is for the Group to have bank accounts in several different financial institutions with a high credit rating. Provision for expected credit losses (general method) The financial assets that are covered by provisions for ex - pected credit losses according to the general method con - sist of financial assets in other non-current receivables, other receivables and cash and cash equivalents where other receivables largely relate to blocked funds in bank ac- counts regarding non-contingent considerations. According to the general method, credit risk is measured for the next twelve months. The Group applies a rating-based method where expected credit losses are measured on the product of the probability of default, loss given default and expo - sure in the event of default. Consideration is also given to other known information and forward-looking factors for assessing expected credit losses. As at the balance sheet date, no significant increase in credit risk has been deemed to exist for any receivable or asset. Such an assessment is based on whether payment is 30 days late or more or if there is a significant deterioration in credit rating resulting in a credit rating below investment grade. In the event of a sig - nificant increase in credit risk, the credit risk is measured for the remaining term of the exposure. The Group has defined default as when payment of the receivable is 90 days late or more or if other factors indicate that there is a suspen - sion of payment. Credit risk exposure and credit risk concentration The Group’s credit risk exposure consists of accounts receiv- able, other long-term receivables, other receivables and cash and cash equivalents. The maximum exposure for credit risk as per balance sheet date corresponds to the car- rying amounts as per balance sheet date, as specified in ta- ble in note 18. The Group uses several banks where the majority of cash and cash equivalents is invested in banks with a credit rat - ing of between A-1 and A-1 + (short-term) and A + and AA- (long-term) (S&P), respectively. Other receivables largely consist of blocked funds in bank accounts, relating to secu- rity for the PRI pension guarantee related to Norstedts Förlagsgrupp AB’s defined-benefit obligations. The credit risk exposure for most of these is thus the same as for cash and cash equivalents. As these funds are invested in banks with a high credit rating, ECL is considered to be negligible. Other items in other long-term receivables and other receiv- ables have been assessed to be in stage 1, i.e., there has been no significant increase in credit risk. The Group’s accounts receivable are spread over a large number of different customers and are also diversified in terms of size, country of origin, with a certain concentration of credit risk to certain major corporate customers. Accounts receivable within the Group’s publishing operations mainly consist of major resellers of printed books and streaming services in the Nordic markets. The largest accounts receiv- able within the Group’s streaming operations consist of global companies that provide payment solutions. Concentrations of credit risks relating to other accounts re- ceivable in the streaming business are limited as the cus - tomer base is large and diversified. Market risk Market risk is the risk that the fair value of or future cash flows from a financial instrument will vary due to changes in market prices. According to IFRS Accounting Standards, market risks are divided into three types: currency risk, in - terest risk and other price risks. The market risk that affects the business consists mainly of currency risk. Interest risk Interest risk is the risk that fair value or future cash flows from a financial instrument will vary due to changes in mar- ket interest rates. The goal is not to be exposed to future fluctuations in interest rate changes that affect the Group’s cash flow and earnings to a greater extent than Storytel can handle. A significant factor that affects interest risk is the fixed interest period. The Group is primarily exposed to interest risk for the Group’s loans from credit institutions. The Group’s borrowings normally are at a variable interest rate. The interest risk is low as the Group’s interest expenses are low in relation to total profit. Given the interest-bearing assets and liabilities, including unutilized overdraft facilities and credit facilities, which ex - ist on the balance sheet date, an interest rate increase of 2 percentage points over a one-year period has an effect on net interest before tax of TSEK -14,000 and an effect on eq- uity after tax of TSEK -11,116. The sensitivity analysis for interest rate risk has been pre- pared based on the Group’s net exposure to variable inter - est rates at the reporting date. The exposure comprises in - terest-bearing liabilities with floating interest rates as well as interest-bearing assets, including cash and cash equiva - lents. Net exposure is determined by offsetting inter - est-bearing assets against interest-bearing liabilities. The analysis includes the drawn portion of the Group’s credit facilities and lease liabilities. Undrawn credit facili - ties are excluded as they do not expose the Group to inter - est rate risk at the reporting date. The sensitivity analysis reflects the estimated impact on net finance income of a change in market interest rates, as- suming all other variables remain constant.

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 113 Financial information The table below specifies the terms and repayment dates for each interest-bearing debt. Carrying amount Currency Maturity Interest 12/31/2025 12/31/2024 Liabilities to credit institutions SEK Apr 2026 Floating 550,000 650,000 Total 550,000 650,000 Currency risk Currency risk is the risk that fair value or future cash flows from a financial instrument will fluctuate due to changes in foreign exchange rates. From a Group perspective, the most significant currency risk is translation exposure, i.e. the risk arising when the assets, liabilities, income and expenses of foreign operations are translated into SEK, the Group’s pre - sentation currency. The Group is also exposed to transaction exposure when Group entities have cash flows in currencies other than their functional currency, primarily in DKK, EUR and USD, but this risk is partly mitigated by the fact that a substantial share of revenue and costs arise in the same currencies. Storytel Group does not generally hedge commercial transaction exposure but may apply currency hedging with forward contracts to manage currency risks related to ac - quisition. 2025 2024 Currency exposure (%) Operating income Operating expenses Operating income Operating expenses DKK 13.2% 14.1% 14.9% 15.6% EUR 17. 6% 18.6% 18.3% 18.9% USD 9.4% 9.9 % 10.3% 10.3% Other currencies 10.7% 11.1% 11.2% 11.6% Impact on net income before tax of a 10% change in foreign currencies relative to SEK to which we have transaction expo - sure at the end of the period. USD EUR DKK Other currencies TSEK, +/- 21,156 13,377 6,161 4,049 The impact on equity would be approximately TSEK +/- 1,655 if the SEK changed by 10% against all translation exposure cur - rencies, based on the exposure at the end of the period. Liquidity risk and refinancing risk Liquidity risk is the risk that a company will have difficulty fulfilling obligations that are related to financial liabilities that are set tled with cash or other financial assets . The com- pany manages liquidity risk through continuous follow-up of operations and by maintaining a Group account struc - ture that ensures the companies’ credit needs. The com - pany continuously forecasts future cash flows based on var- ious scenarios to ensure that financing takes place on time. The risk is mitigated by the Group’s strong liquidity re - serves, which are immediately available. The Group’s oper - ations are primarily financed through capital raised from the capital markets and through bank loans. The Group has a revolving credit facility of MSEK 700. During 2025, a total of MSEK 100 was repaid on the revolving credit facility, re - ducing the outstanding amount from MSEK 650 at the end of 2024 to MSEK 550 as of the end of 2025. As of 31 December 2025, the Group’s liquidity reserve amounts to MSEK 836, comprising cash and cash equiva - lents of MSEK 686 and unutilised committed credit facilities of MSEK 150. Undiscounted contractual financial cash outflows within 12 months amount to MSEK 904. Accordingly, the liquidity reserve is lower than the short-term contractual cash out - flows by MSEK 67. The difference is managed through expected future cash flows from operating activities (optional addition: where in - flows from trade receivables continuously cover short-term obligations such as trade payables). The Group has strong underlying cash flow generation, as illustrated by cash flow from operating activities amounting to MSEK 573 in 2025. Against this background, management assesses that the Group has sufficient liquidity to meet its financial obliga - tions as they fall due. Refinancing risk refers to the risk that financing for ac - quisitions or development cannot be retained, extended, expanded, refinanced or that such financing can only take place on terms that are unfavourable to the company. The need for refinancing is regularly reviewed by the company and the Board to ensure financing of the company’s expan- sion and investments. The goal is to ensure that the Group has ongoing access to external borrowing without the cost of borrowing increasing significantly. The refinancing risk is reduced by structuring and starting the refinancing process in good time. For larger loans, the process begins no later than three to nine months before the due date. The com - pany also maintains a continuous dialogue with several lenders. The Group’s contractual and undiscounted interest pay - ments and repayments of financial liabilities are shown in the table below. Financial instruments with variable interest rates have been calculated with the interest rate that ex - isted on the balance sheet date. Liabilities have been in - cluded in the period when repayment can be demanded at the earliest.

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 114 Financial information Maturity analysis as of 12/31/2025*, amounts in TSEK <6 months 6-12 months 1-3 years 3-5 years >5 years Total Liabilities to credit institutions 555,436 - - - - 555,436 Lease liabilities 19,4 30 19,082 59,839 29,951 708 129,010 Trade payables 244,795 282 - - - 245,078 Other current liabilities 54,764 9,96 4 - - - 64,728 Other long-term liabilities - - 20,000 - - 20,000 Total 874,426 29,327 79,839 29,951 708 1,014,251 Maturity analysis as of 12/31/2024*, amounts in TSEK <6 months 6-12 months 1-3 years 3-5 years >5 years Total Liabilities to credit institutions 6,500 6,500 653,250 - - 666,250 Lease liabilities 19,116 18,462 30,845 2,283 1,551 72,256 Trade payables 291,326 910 - - - 292,236 Other current liabilities 56,390 921 - - - 57,311 Other long-term liabilities - - 28,236 - - 28,236 Total 373,332 26,793 712,330 2,283 1,551 1,116,289 * Please note that the table includes the forecast future nominal interest payment and thus does not correspond to the net book value in the balance sheet. Below are credit contracts/frameworks that Storytel has entered into: Amount Utilized Amount Utilized Amounts in TSEK 12/31/2025 12/31/2025 12/31/2024 12/31/2024 Overdraft facility 700,000 550,000 700,000 650,000 Total 700,000 550,000 700,000 650,000 Covenants As of the balance sheet date on December 31, 2025, the Group’s total loan liabilities amounted to MSEK 550, with the entire loan classified as current. The loan is covered by refinanced loan agreements as of October 18, 2024, which include covenants requiring that certain financial ratios be met at specified times. As of the balance sheet date, the Group met all covenants in accordance with the applica - ble loan agreements. The most important covenant asso - ciated with the loans includes a requirement that a certain Net Debt to EBITDA ratio is not exceeded. The covenants are tested quarterly, and at each testing occasion, all requirements were met during the financial year 2025. Failure to meet these covenants may result in lenders demanding immediate repayment of outstanding amounts. To reduce the risk of covenant breaches, the Group has taken measures such as improving liquidity reserves and optimizing the capital structure. Management continu - ously monitors the company’s financial position to ensure compliance with all loan agreement terms. Capital management The Board’s objective is to maintain an optimal structure that contributes to maintaining investor, lender and mar - ket confidence and to form a basis for continued develop - ment of the business in accordance with the communicated market strategy. The capital consists of total equity. The Board has proposed that a dividend of SEK 1.50 per share, total SEK 115,960,806 shall be distributed to the Parent Company’s shareholders. In the long term, Storytel has a continued focus on revenue growth and an improved EBITDA margin compared with the previous year.

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 115 Financial information Note 26 Provisions Sales return reserves Other provisions Total Amounts in TSEK 2025 2024 2025 2024 2025 2024 Opening balance as at January 1 14,542 14,892 10,111 26,894 24,653 41,786 Additional provisions 21,358 13,790 2,217 894 23,575 14,684 Utilized during the year -13,863 -14,140 -8,713 -4,442 -22,576 -18,582 Returned unutilized amounts - - -1,599 -13,386 -1,599 -13,386 Translation effects 52 - -227 152 -175 152 Closing balance as at December 31 22,089 14,542 1,790 10,111 23,878 24,653 Other provisions consist mostly of provisions for restructuring cost of TSEK 1,011 and provisions for pensions of TSEK 536. Note 27 Accrued expenses and deferred income Amounts in TSEK 12/31/2025 12/31/2024 Deferred income 159,210 154,532 Accrued holiday pay 47, 2 0 8 67, 282 Accrued social security contribution 27 ,555 29,755 Accrued royalties 219,725 195,285 Accrued interest 4,232 5,991 Short term incentive program 21,496 38,642 Other accrued expenses 58,667 76,526 Carrying amount 538,093 568,013

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 116 Financial information Note 28 Cash flow statement Adjustments for non-cash items, amounts in TSEK 2025 2024 Depreciation/amortisation and impairment 324,770 298,122 Provisions -24,306 798 Profit from participations in associates -4,527 18,221 Capital gains -12,589 1,340 Incentive programs 7,6 0 9 8,642 Defined-benefit pension plans 19,615 -3,799 Obsolescence/Write-down booked to inventories 3,960 11,919 Exchange rate effects 46,872 -22,263 Other -3,309 -2,214 Total 358,095 310,766 Change in liabilities attributable to financing activi - ties, amounts in TSEK 1/1/2025 Cash flows from financing Leases Translation difference Remeasurement 12/31/2025 Liabilities to credit institutions 650,000 -100,000 - - - 550,000 Lease liabilities 72,256 -37 ,355 96,516 - -2,407 129,010 Total liabilities attributable to financing activities 722,256 -137 ,355 96,516 - -2,407 679,010 Change in liabilities attributable to financing activi - ties, amounts in TSEK 1/1/2024 Cash flows from financing Leases Translation difference Remeasurement 12/31/2024 Liabilities to credit institutions 749,268 -100,000 - - 732 650,000 Lease liabilities 91,328 -40,326 18,290 1,176 1,788 72,256 Total liabilities attributable to financing activities 840,596 -140,326 18,290 1,176 2,520 722,256

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 117 Financial information Note 29 Pledged assets and contingent liabilities The Storytel Group has lodged a security of MSEK 20 to PRI (Pension egen regi) in the form of funds held in an escrow account. Storytel AB (publ) has also acted as a guarantor for Group company Norstedts Förlagsgrupp AB. The secu - rity and parent company guarantee are related to the Norstedts Förlagsgrupp AB pension obligation to its em - ployees, which takes the form of a pension fund. Pledged assets for own liabilities and obligations to credit institutions Amounts in TSEK 12/31/2025 12/31/2024 Floating charges 83,400 83,400 Shares in Group companies 2,318,570 1,884,202 Total 2,401,970 1 ,967,6 0 2 The carrying amount of liabilities for which liens in partici - pations in Group companies have been pledged amounts to TSEK 550,000 (650,000). Pledged assets for other non-current and current liabilities Amounts in TSEK 12/31/2025 12/31/2024 Pension commitment 4,832 4,832 Blocked bank funds* 20,000 20,000 Bank guarantee 231 238 Total 25,063 25,070 Contingent liabilities, TSEK 12/31/2025 12/31/2024 PRI Pension guarantee 3,729 3,634 Associate in partnership 5,699 4,682 Total 9,428 8,316 * Blocked bank funds are reported as other non-current receiv - ables. Note 30 Transactions with related parties Related parties to the Storytel Group include associated companies, joint ventures and Storytel’s Board and Group Management along with related parties. For information on remuneration to senior executives, see note 9 Employees and personnel costs. The table below shows transactions and outstanding bal- ances with related parties, which mainly consist of Storytel’s joint venture Storytel AS in Norway and the Otava Group. Storytel has purchased content from the Otava Group, a related party through Board member Alexander Lindholm. Furthermore, the Group has purchased consulting services totaling TSEK 4,095 (6,140) from Gulf Media, a related party to Luis Duran in his capacity as a former member of the Executive Management. Additionally, material transactions have been conducted with the associated companies Nuanxed regarding translation services in the amount of TSEK 9,609 (17,045), and Mockingbird regarding digital ser - vices in the amount of TSEK 1,189 (1,262). In addition to the items mentioned above, other transactions occur that are not individually deemed to be material. Sales and purchases have been made on market terms. Storytel AS, amounts in TSEK 2025 2024 Sales of goods/services 102,147 85,166 Other, recharged costs 37,428 37, 2 0 3 Receivable on the balance sheet date 30,096 32,194 Liabilities on the balance sheet date 922 - Otava Group, amounts in TSEK 2025 2024 Purchase of goods/services 46,583 40,383 Receivable on the balance sheet date 651 - Liabilities on the balance sheet date 9,802 3,745 Other, amounts in TSEK 2025 2024 Purchase of goods/services 16,849 25,345 Receivable on the balance sheet date 3,000 - Liabilities on the balance sheet date 1,441 453 A list of the Group’s subsidiaries, which are also the com - panies that are related parties to the Parent Company, is provided in note 22 Group companies. All transactions be - tween Storytel AB and its subsidiaries have been eliminat - ed from the consolidated accounts. Further information on the Parent Company’s transactions with subsidiaries can be found in the Parent Company’s note 14 Transactions with related parties.

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 118 Financial information Note 31 Business combinations After the reporting period, the Group has refinanced and increased its credit facility to MSEK 1,100. As a result of the refinancing, the loan, which was classified as a current lia - bility in the balance sheet as of 31 December 2025, has been reclassified as a non-current liability. After the reporting period, the Board of Directors con - cluded on a transfer of listing to the Nasdaq Stockholm Main Market during 2026. After the reporting period, the Board of Directors pro - posed a dividend of SEK 1.50. Acquisitions 2025 On January 31, Storytel Group has acquired a 70.06 percent majority stake in Swedish publisher Bokfabriken, one of Sweden’s largest general publishing houses. The purchase price allocation is presented below: Net assets at the date of acquisition Amounts in TSEK Intangible assets 58,492 Right-of-use assets 1,875 Inventories 16,919 Cash and cash equivalents 7,4 32 Trade receivable and other receivables 10,214 Trade payable and other payables -15,742 Lease liabilities -1,875 Deferred tax liability -12,0 49 Net identifiable assets 65,266 Goodwill 49,735 Non-controlling interests -34,431 Purchase price 80,569 Acquisition’s impact on consolidated cash flow in 2025 Amounts in TSEK Cash part of consideration 80,569 Less: Cash (acquired) -7,4 32 Net cash outflow 73,137 From the acquisition date of 31 January 2025, Bokfabriken contributed net sales of MSEK 80, of which MSEK 36 relates to external net sales recognised in the Group’s consolidated statement of profit or loss. The contribution to operating profit amounted to MSEK 17 during the period. Had the acquisition taken place on 1 January 2025, Bokfabriken’s net sales for the full year would have amounted Note 32 Events after the balance sheet date to MSEK 84, of which MSEK 39 relates to external net sales that would have been recognised in the Group’s consoli - dated statement of profit or loss. Operating profit would have amounted to MSEK 16. Non-controlling interests are measured at the acquisition date at their proportionate share of the acquiree’s identifi - able net assets. Goodwill is attributable to expected synergies from the integration of the acquired business, the expertise of the acquired organisation and future growth opportunities. Acquisitions 2024 No significant acquisitions during 2024. Note 33 Definitions and key figures, including alternative key figures Storytel reports a number of different items and financial key ratios in the consolidated financial statements. The key figures aim to make it easier for investors and other stake - holders to analyse and understand Storytel’s operations and development in the same way that the business and its development are monitored by management. Of these measures, some are defined in IFRS Accounting Standards while others are not defined either in the financial frame - work or in other legislation. Definitions of financial concepts and key figures used are presented below. For key figures that are not defined in IFRS Accounting Standards, their pur- pose and how they relate to the financial statements pre - sented in accordance with IFRS Accounting Standards are also pres-ented. Net sales growth rate, %* Amounts in TSEK 2025-01-01 -2025-12-31 2024-01-01 -2024-12-31 Net sales, reporting period 4,022,734 3,797,976 Less net sales, previous year re - porting period -3,797,976 -3,4 89,220 Change 224,758 308,756 Change % of net sales, previous year reporting period 6% 9% Net sales for the current year divided by the previous year’s net sales. Purpose: To help investors and other stakeholders ana - lyze the Group’s organic growth and ex-pansion capacity over time. * The key figure is an alternative performance measure in accordance with ESMA’s guidelines.

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 119 Financial information Net sales growth rate, %, CER* Amounts in TSEK 2025-01-01 -2025-12-31 2024-01-01 -2024-12-31 Net sales, reporting period 4,022,734 3,797,976 Less net sales, previous year re - porting period -3,797,976 -3,4 89,220 Currency effects 123,535 7, 3 87 Change 348,293 316,143 Change % of net sales, previous year reporting period 9% 9% Net sales growth rate, where the current year’s net sales are calculated at the exchange rates prevailing in the previous year. Purpose: To show the underlying sales growth adjusted for currency effects, enabling better comparability between periods. Gross profit %* Amounts in TSEK 2025-01-01 -2025-12-31 2024-01-01 -2024-12-31 Net sales 4,022,734 3,797,976 Gross profit 1,832,596 1,699,810 Gross profit % of net sales 46% 45% Operating profit as a percentage of sales. Purpose: Make it easier for investors and other stakehold- ers to understand profitability as a share of sales. Operating profit before depreciation/ amortisation and impairment (EBITDA)* Amounts in TSEK 2025-01-01 -2025-12-31 2024-01-01 -2024-12-31 Operating profit 422,612 246,332 Add back depreciation/amorti - sation and impairment 324,770 298,122 EBITDA 747,38 3 544,454 Profit before depreciation/amortisation, impairment, inter - est and tax. Purpose: To help investors and other stakeholders under - stand the profitability of the ongoing operations, indepen - dent of investment levels and capital structure. Operating profit before depreciation/ amortisation and impairment (%)* Amounts in TSEK 2025-01-01 -2025-12-31 2024-01-01 -2024-12-31 Net sales 4,022,734 3,797,976 EBITDA 747, 3 8 3 544,454 EBITDA % of net sales 19% 14% Profit before depreciation/amortisation, impairment, inter - est and tax as a percentage of sales. Purpose: To help investors and other stakeholders under - stand profitability as a percentage of net sales, indepen - dent of investment levels and capital structure Operating margin (%)* Amounts in TSEK 2025-01-01 -2025-12-31 2024-01-01 -2024-12-31 Net sales 4,022,734 3,797,976 Operating profit 422,612 246,332 Operating profit % of net sales 11% 6% Operating profit as a percentage of sales. Purpose: Make it easier for investors and other stakehold- ers to understand profitability as a share of sales. Profit after financial items (EBT)* Profit after financial income and expenses, before tax. Purpose: To show the company’s profitability after taking financial activities and interest expen-ses into account. Profit margin (%)* Amounts in TSEK 2025-01-01 -2025-12-31 2024-01-01 -2024-12-31 Net sales 4,022,734 3,797,976 Profit for the year 504,002 213,496 Profit margin (%) 13% 6% Profit for the year as a percent of net sales. Purpose: To help investors and other stakeholders under - stand the final profitability after all costs and taxes, in re - lation to the Group’s total net sales. Items affecting comparability (IAC)* IACs include items of a significant character that distort comparisons over time, such as costs related to acquisitions, divestments, and market exits; restructuring costs; signifi - cant impair-ments and write-downs; expenses, or reversals of expenses, arising from the group’s share-based incentive schemes. Purpose: To provide a clearer view of the underlying op - erational performance by separating items whose nature differs from the ordinary course of business and which would otherwise complicate relevant financial comparisons over time. Equity-to-assets ratio (%)* Amounts in TSEK 2025-01-01 -2025-12-31 2024-01-01 -2024-12-31 Equity 1,899,323 1,551,632 Total assets 3,570,422 3,389,147 Equity-to-assets ratio (%) 53% 46% Equity (including non-controlling interests) as a percentage of the balance sheet total. Purpose: Make it easier for investors and other stakehold- ers to understand indebtedness and long-term solvency. * The key figure is an alternative performance measure in accordance with ESMA’s guidelines.

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 120 Financial information Equity The net assets of the business, i.e., the difference between assets and liabilities, including non-controlling interests. Purpose: To show the amount of capital that has been in- vested by the owners or earned by the company, serving as a measure of the Groups financial resilience and net worth. Balance sheet total The company’s total assets. Purpose: To provide an overview of the Group’s total re - sources and serve as a basis for analyzing capital efficiency, leverage, and financial stability. Net Interest-Bearing Debt (NIBD)* Amounts in TSEK 2025-01-01 -2025-12-31 2024-01-01 -2024-12-31 Liabilities to credit institutions 550,000 650,000 Cash and cash equivalents -686,395 -622,954 Net Interest-Bearing Debt (NIBD) -136,395 27,0 4 6 Net Interest-Bearing Debt (NIBD) also called Net Debt is de- fined as total interest-bearing liabilities (excluding lease and pension liabilities) plus dividend payables, less cash and cash equivalents and interest-bearing assets. Purpose: To show the company’s actual level of debt by relating interest-bearing liabilities to available cash. Net Interest-Bearing Debt, incl. leasing liabilities (IFRS16)* Amounts in TSEK 2025-01-01 -2025-12-31 2024-01-01 -2024-12-31 Net Interest-Bearing Debt (NIBD) -136,395 27,0 4 6 Non-current lease liabilities 90,498 34,678 Current lease liabilities 38,512 37,578 Net Interest-Bearing Debt, incl. leasing liabilities (IFRS16) -7,38 5 99,302 Net Interest-Bearing Debt (NIBD) including sum of non-cur - rent and current lease liabilities (IFRS16). Purpose: To show the company’s total indebtedness in - cluding lease liabilities, providing a more comprehensive view of the financial obligations that will result in future cash outflows. Adjusted gross profit, EBITDA and EBITDA margin* Amounts in TSEK 2025-01-01 -2025-12-31 2024-01-01 -2024-12-31 Gross profit 1,832,596 1,699,810 Items affecting comparability -348 5,842 Adjusted gross profit 1,832,248 1,705,652 EBITDA 747, 3 8 3 544,454 Items affecting comparability 9,250 57,212 Adjusted EBITDA 756,633 601,666 Net sales 4,022,734 3,797,976 Adjusted EBITDA margin 19% 16% Adjusted key figures - Gross profit, EBITDA, and EBITDA mar- gin -reflect the underlying key figure when excluding items affecting comparability. Purpose: To provide a clearer picture of the underlying profitability and the development of the operational activ - ities, adjusted for items of a non-recurring nature. Average paying subscribers The average number of paying subscribers during the pe - riod. For Family subscriptions, each standard stream (not so- called Kids Mode) is considered one paying subscriber. Purpose: To show the volume development in the cus - tomer base, which is a central driver of revenue growth. Number of employees Average number of employees during the financial year. * The key figure is an alternative performance measure in accordance with ESMA’s guidelines

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 121 Financial information Parent company’s income statement Amounts in TSEK Note 2025 2024 Net sales 22,741 46,043 Gross profit 22,741 46,043 Administrative expenses 3,4 -49,111 -59,672 Other operating income 2,044 25 Other operating cost - -66 Operating profit -24,326 -13,670 Interest income and similar items 5 23,969 32,752 Interest expense and similar items 6 -42,030 -55,391 Profit after financial items -42,387 -36,309 Appropriations 29,450 - Profit before tax -12,937 -36,309 Tax 7 - - Profit for the year -12,937 -36,309 Parent company's statement of comprehensive income Amounts in TSEK 2025 2024 Profit for the year -12,937 -36,309 Total comprehensive income for the year -12,937 -36,309

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 122 Financial information Parent company’s balance sheet Amounts in TSEK Note 12/31/2025 12/31/2024 ASSETS Financial non-current assets Participations in Group companies 8 4,600,422 4,600,422 Receivables in Group companies 9,14 6,000 14,000 Other non-current receivables 20,665 20,000 Total financial assets 4 ,627,0 8 84,634,422 Total non-current assets 4 ,627,0 8 84,634,422 Current assets Receivables in Group companies 9,14 29,450 200,000 Other receivables 363 256 Prepaid expenses and accrued income 1,726 1,466 Cash and bank balances 384,296 286,060 Total current assets 415,835 487,781 TOTAL ASSETS 5,042,922 5,122,203 Amounts in TSEK Note 12/31/2025 12/31/2024 EQUITY AND LIABILITIES Equity 10 Share capital 38,654 38,575 Statutory reserve 7 ,555 7 ,555 Restricted equity 46,209 46,130 Share premium reserve 4,128,701 4,128,701 Profit/loss brought forward -89,261 20,859 Profit for the year -12,937 -36,309 Non-restricted equity 4,026,504 4,113,251 Total equity 4,072,712 4,159,382 Non-current liabilities Liabilities to credit institutions 9,11 - 650,000 Total non-current liabilities - 650,000 Current liabilities Liabilities to credit institutions 9,11 550,000 - Trade payables 1,245 1,264 Liabilities to Group companies 395,708 281,481 Other liabilities 3,720 3,246 Accrued expenses and deferred income 19,5 37 26,831 Total current liabilities 970,210 312,822 TOTAL EQUITY AND LIABILITIES 5,042,922 5,122,203

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 123 Financial information Parent company’s statement of changes in equity Restricted equity Non-restricted equity Amounts in TSEK Share capital Statutory reserve Share premium reserve Retained earnings Profit for the year Total equity Opening equity as of 1/1/2025 38,575 7 ,555 4,128,701 20,859 -36,309 4,159,382 Appropriation in accordance with the annual general meeting resolution - - - -36,309 36,309 - Profit for the year - - - - -12,937 -12,937 Other comprehensive income for the year - - - - - - Total comprehensive income for the year - - - - -12,937 -12,937 Transactions with the group's owners New share issue 78 - - - - 78 Dividend paid - - - -7 7,151 - -77,151 Employee stock options - - - 3,340 - 3,340 Total 78 - - -73,811 - -73,733 Closing equity as at 12/31/2025 38,654 7 ,555 4,128,701 -89,261 -12,937 4,072,712 Restricted equity Non-restricted equity Amounts in TSEK Share capital Statutory reserve Share premium reserve Retained earnings Profit for the year Total equity Amounts in TSEK Opening equity as of 1/1/2024 38,554 7 ,555 4,128,701 36,016 -15,089 4,195,738 Appropriation in accordance with the annual general meeting resolution - - - -15,089 15,089 - Profit for the year - - - - -36,309 -36,309 Other comprehensive income for the year - - - - - - Total comprehensive income for the year - - - - -36,309 -36,309 Transactions with the group's owners New share issue 21 - - - - 21 Employee stock options - - - -68 - -68 Total 21 - - -68 - -47 Closing equity as at 12/31/2024 38,575 7 ,555 4,128,701 20,859 -36,309 4,159,382

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 124 Financial information Parent company’s cash flow statement Amounts in TSEK Note 2025 2024 Operating activities Profit before tax -12,937 -36,309 Of which interest paid -42,030 -55,391 Of which interest received 23,969 32,752 Adjustments for non-cash items 12 1,387 -72 Cash flow from operating activities before changes in working capital -11,550 -36,380 Cash flow from changes in working capital Change in operating receivables 17 7,518 -267,6 4 5 Change in operating liabilities 109,3 41 749,093 Cash flow from operating activities 275,309 445,068 Investing activities Shareholders contribution - -100,000 Cash flow from investing activities - -100,000 Financing activities New share issue 78 - Amortisation of loans -100,000 -100,000 Dividend paid -7 7,151 - Cash flow from financing activities -177,073 -100,000 Cash flow for the year 98,236 245,068 Cash and cash equivalents at beginning of year 286,060 40,992 Cash and cash equivalents at year-end 384,296 286,060

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 125 Financial information Note 1 Significant accounting principles The Parent Company has prepared its annual report in ac - cordance with the Annual Accounts Act (1995:1554) and the recommendation RFR 2 Accounting for Legal Entities issued by the Swedish Financial Reporting Board. The Parent Company applies the same accounting principles as the Group with the exceptions and additions specified in RFR 2. This means that IFRS Accounting Standards is applied with the deviations listed below. The accounting principles for the Parent Company set out below have been applied con - sistently to all periods presented in the Parent Company’s financial reports, unless otherwise stated. Preparation The income statement and balance sheet are prepared for the Parent Company in accordance with the Annual Accounts Act, while the statement of comprehensive in - come, the statement of changes in equity and the state - ment of cash flow are based on IAS 1 Presentation of Financial Statements and IAS 7 Statement of Cash Flows. Income from shares in subsidiaries Dividends are reported when the right to receive payment is deemed secure. Gains from the sale of subsidiaries are re- ported when control of the subsidiary has been transferred to the buyer. Taxes In the Parent Company, deferred tax liabilities attributable to the untaxed reserves are reported with gross amounts in the balance sheet. The year-end appropriations are re - ported gross in the income statement. Participations in subsidiaries Participations in subsidiaries are reported in the Parent Company in accordance with the cost method. This means that transaction costs are included in the carrying amount of the holding. Where the book value exceeds the compa - nies’ consolidated value, a write-down is made that is charged to the income statement. An analysis of impair - ment needs is carried out at the end of each reporting pe - riod. Where a previous write-down is no longer justified, it is reversed. Assumptions are made about future conditions to calcu - late future cash flows that determine the recoverable amount. The recoverable amount is compared with the car- rying amount of these assets and forms the basis for any write-downs or reversals. The assumptions that affect the recoverable amount the most are future earnings develop - ment, the discount rate and useful life. If future external factors and conditions change, assumptions may be af - fected so that the reported values of the Parent Company’s assets change. Group contributions and shareholder contributions The Parent Company reports both received and paid Group contributions and appropriations in accordance with the al- ternative rule. Shareholder contributions provided by the Parent Company are charged directly against equity at the recipient and are reported as shares and participations with the Parent Company. Shareholders’ contributions received are reported as an increase in non-restricted equity. Financial instruments Due to the connection between accounting and taxation, the rules on financial instruments according to IFRS 9 are not applied in the Parent Company as a legal entity, but the Parent Company applies the cost method in accordance with the Annual Accounts Act. In the Parent Company, fi - nancial non-current assets are thus measured at cost and financial current assets at the lower of cost or net realisable value, with the application of impairment for expected credit losses in accordance with IFRS 9 regarding assets that are debt instruments. Contingent consideration is mea - sured at the amount that the Parent Company deems would need to be paid if it was settled at year-end. Derivative in - struments with negative fair value are reported at fair value. The Parent Company has no items to which hedge account- ing has been applied. The Parent Company applies the exemption from valuing financial guarantee agreements for the benefit of subsid - iaries and associated companies and joint ventures in ac - cordance with the rules in IFRS 9, but instead applies the principles for valuation in accordance with IAS 37 Provisions, contingent liabilities and contingent assets. Impairment of financial assets Financial assets are written down for expected credit losses. For a method regarding impairment for expected credit losses, see the Group’s note 25 Financial risks. Expected credit losses for cash and cash equivalents have not been reported, as the amount has been judged to be insignificant. Leases The rules on accounting for leases in accordance with IFRS 16 are not applied in the Parent Company. This means that leasing fees are reported as an expense on a straight-line basis over the leasing period, and that rights of use and leas- ing liabilities are not included in the parent company’s bal - ance sheet. However, identification of leases are made in accordance with IFRS 16, i.e., that an agreement is, or con - tains, a lease if the agreement transfers the right to decide for a certain period on the use of an identified asset in ex - change for compensation. The Parent Company currently has no leases. Parent company’s notes

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 126 Financial information Note 2 Significant estimates and judgements There are no Parent Company-specific items that require material estimates and assess - ment. See the Group disclosures. Note 3 Employees and personnel costs For salaries and remuneration to employees and senior executives as well as information on the number of employees, see the Group’s note 9 Employees and personnel costs. Note 4 Auditor’s fees Audit assignments refers to the auditor’s work for the statutory audit, and auditing activ - ities refers to different types of quality assurance services. Other services refers to ser - vices that are not included in audit assignments or tax advisory services. Amounts in TSEK 2025 2024 Ernst & Young AB Audit assignment 2,539 2,282 Other auditing activities 73 169 Other services 470 185 Total 3,082 2,636 Note 5 Interest income and similar items Amounts in TSEK 2025 2024 Assets measured at amortised cost Interest income 4,565 3,363 Interest income, Group companies 19,4 0 4 29,389 Total interest income 23,969 32,752 Note 6 Interest expense and similar items Amounts in TSEK 2025 2024 Liabilities measured at amortised cost Interest expenses 26,744 45,697 Interest expenses, Group companies 15,287 9,695 Total interest expense 42,030 55,391 Note 7 Tax Amounts in TSEK 2025 2024 Change in deferred tax relating to temporary differences - - Reported tax - - Reconciliation of effective tax Profit before tax -12,937 -36,309 Tax according to the current tax rate for the Parent Company 2,665 7,4 8 0 Tax effect from: Non-taxable income 1 6 Non-deductible expenses -3,735 -5,941 Increase in loss carryforwards without corresponding capitalization of deferred tax assets 1,069 -1,545 Reported tax - - Effective tax rate 0% 0%

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 127 Financial information Note 8 Participations in Group companies Amounts in TSEK 12/31/2025 12/31/2024 Opening acquisition value 4,621,966 4,521,966 Acquisition/shareholder contribution - 100,000 Closing cost 4,621,966 4,621,966 Impairment of shares in Group companies, amounts in TSEK Opening accumulated impairment -21,543 -21,543 Closing accumulated impairment -21,543 -21,543 Closing carrying amount 4,600,422 4,600,422 The list below includes shares and participations directly owned by the Parent Company. For information on the Parent company´s indirectly owned shares and participations, see note 22 Group companies. Business Corp. ID No Domicile Share of capital and voting rights Storytel Books AB 559286-0240 Stockholm 100% Storytel Sweden AB 556696-2865 Stockholm 100% Note 9 Financial instruments For financial instruments in the parent company the carrying amount is considered to be a good approximation of the fair value. The assets’ maximum credit risk consists of the carrying amounts. The Parent Company has not received any pledged collateral for the financial assets. Note 10 Equity For information on equity, see Group note 24 Equity. Note 11 Maturity analysis 12/31/2025*, amounts in TSEK Within 1 year Between 1–5 years After 5 years Total Liabilities to credit institutions 555,436 - - 555,436 12/31/2024*, amounts in TSEK Within 1 year Between 1–5 years After 5 years Total Liabilities to credit institutions 13,000 653,250 - 666,250 * Please note that the table includes the forecast future nominal interest payment and thus does not correspond to the net book value in the balance sheet. Note 12 Cash flow information Adjustments for non-cash items, amounts in TSEK 2025 2024 Adjustments in operating profit Employee stock options 3,340 -68 Other -1,953 -4 Total 1,387 -72 Change in liabilities attribut - able to financing activities, amounts in TSEK 1/1/2025 Changes in cash items Changes in non-cash items 12/31/2025 Liabilities to credit institutions 650,000 -100,000 - 550,000 Total 650,000 -100,000 - 550,000 Change in liabilities attribut - able to financing activities, amounts in TSEK 1/1/2024 Changes in cash items Changes in non-cash items 12/31/2024 Liabilities to credit institutions 749,266 -100,000 734 650,000 Total 749,266 -100,000 734 650,000

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 128 Financial information Note 13 Pledged assets and contingent liabilities Pledged collateral for obligations to credit institutions and PRI, amounts in TSEK 12/31/2025 12/31/2024 Blocked bank funds 20,000 20,000 Pledged shares in subsidiaries 4,600,422 4,600,422 Total 4,620,422 4,620,422 Note 14 Transactions with related parties Group Companies, amounts in TSEK 2025 2024 Sales of services 22,741 46,043 Receivable on the balance sheet date 29,450 200,000 Liabilities on the balance sheet date 395,708 281,481 Transactions between Storytel AB and its subsidiaries have taken place on market terms. Note 15 Events after the balance sheet date After the reporting period, the Group has refinanced and increased its credit facility to MSEK 1,100. As a result of the refinancing, the loan, which was classified as a current liabil - ity in the balance sheet as of 31 December 2025, has been reclassified as a non-current li - ability. After the reporting period, the Board of Directors concluded on a transfer of listing to the Nasdaq Stockholm Main Market during 2026. After the reporting period, the Board of Directors proposed a dividend of SEK 1.50. Note 16 Proposed appropriation of profits The following profits are available to the Annual General Meeting, amounts in TSEK 12/31/2025 Retained earnings -89, 261 Share premium reserve 4,128,701 Profit for the year -12,937 Total 4,026,504 The Board proposes that profits be distributed such that, amounts in TSEK: To shareholders (SEK 1.50 per share) 115,961 To be carried forward 3,910,543 Total 4,026,504 Note 17 Definitions of key ratios The definitions of key figures for the Parent Company are the same as those for the Group in addition to the key figures below. Equity-to-assets ratio (%) Adjusted equity (equity and untaxed reserves less deferred tax) as a percentage of the bal- ance sheet total. Equity The company’s net assets, i.e. the difference between assets and liabilities. Profit after financial items Profit before appropriations and tax, after financial income and expenses.

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Introduction Operations Strategy Sustainability Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 129 Corporate governance Storytel AB (publ) 556575-2960 The annual report and consolidated accounts were approved for issuance by the Board of Directors on 25 March 2026. The Parent Company’s and Group’s income statements and balance sheets will be subject to adoption at the Annual General Meeting on 5 May 2026. Board declaration The Board of Directors and the CEO certify that the annual accounts have been prepared in accordance with generally accepted accounting standards and the Swedish Annual Accounts Act (1995:1554), and that the consolidated accounts have been prepared in ac - cordance with the International Financial Reporting Standards (IFRS) as adopted by the EU pursuant to Regulation (EC) No 1606/2002 of the European Parliament and of the Council of 29 July 2002 on the application of international accounting standards, and that the an - nual accounts and the consolidated accounts give a true and fair view of the Parent Company’s and the Group’s financial position and results of operations, and that the Directors’ Report gives a fair overview of the development of the Parent Company’s and the Group’s operations, financial position and results of operations and describes material risks and uncertainties facing the companies in the Group. Statement on the proposed dividend The Board of Directors considers the proposed dividend of SEK 1.50 per share (see the Directors’ Report for details) to be justifiable having regard to the demands which the na - ture, scope and risks of the business place on the size of the Parent Company’s and the Group’s equity, as well as the Parent Company’s and the Group’s consolidation needs, li - quidity and financial position in general (Swedish Companies Act, Chapter 17, Section 3). Auditor’s statement Our auditor’s report was submitted on the date as evidenced by our electronic signature. Ernst & Young AB Johan Holmberg Certified Public Accountant Signatures Hélène Barnekow Chair of Board Jonas Tellander Board member Ulrika Danielsson Board member Alexander Lindholm Board member Jonas Sjögren Board member Erik Tidén Board member Filippa Wallestam Board member Bodil Eriksson Torp CEO The annual report was signed by all parties on the date as evidenced by the respective electronic signature.

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Finansiell information Introduction Operations Strategy Sustainability Corporate governance Financial information STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 130 Auditor’s report To the general meeting of the shareholders of Storytel AB (publ), corporate identity number 556575-2960 This is a translation from the Swedish original. Opinions We have audited the annual accounts and consolidated accounts of Storytel AB (publ) for the year 2025. The annual accounts and consolidated accounts of the company are included on pages 70-129 in this document. In our opinion, the annual accounts have been prepared in accordance with the Annual Accounts Act and present fairly, in all material respects, the financial position of the parent company as of 31 December 2025 and its financial performance and cash flow for the year then ended in ac - cordance with the Annual Accounts Act. The consolidat - ed accounts have been prepared in accordance with the Annual Accounts Act and present fairly, in all material re - spects, the financial position of the group as of 31 Decem - ber 2025 and their financial performance and cash flow for the year then ended in accordance with IFRS Accounting Standards, as adopted by the EU, and the Annual Accounts Act. The statutory administration report is consistent with the other parts of the annual accounts and consolidated accounts. We therefore recommend that the general meeting of shareholders adopts the income statement and balance sheet for the parent company and the consolidated state - ment of income and consolidated statement of financial position for the group. Basis for Opinions We conducted our audit in accordance with International Standards on Auditing (ISA) and generally accepted audit - ing standards in Sweden. Our responsibilities under those standards are further described in the Auditor’s Responsi - bilities section. We are independent of the parent company and the group in accordance with professional ethics for accountants in Sweden and have otherwise fulfilled our ethical responsibilities in accordance with these require - ments. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opin - ions. Other Information than the annual accounts and consolidated accounts This document also contains other information than the annual accounts and consolidated accounts and is found on pages 2-69. The Board of Directors and the Managing Director are responsible for this other information. Our opinion on the annual accounts and consolidated accounts does not cover this other information and we do not express any form of assurance conclusion regarding this other information. In connection with our audit of the annual accounts and consolidated accounts, our responsibility is to read the in - formation identified above and consider whether the infor - mation is materially inconsistent with the annual accounts and consolidated accounts. In this procedure we also take into account our knowledge otherwise obtained in the au - dit and assess whether the information otherwise appears to be materially misstated. If we, based on the work performed concerning this in - formation, conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. Responsibilities of the Board of Directors and the Managing Director The Board of Directors and the Managing Director are re - sponsible for the preparation of the annual accounts and consolidated accounts and that they give a fair presenta - tion in accordance with the Annual Accounts Act and, con - cerning the consolidated accounts, in accordance with IFRS Accounting Standards as adopted by the EU. The Board of Directors and the Managing Director are also responsible for such internal control as they determine is necessary to enable the preparation of annual accounts and consoli - dated accounts that are free from material misstatement, whether due to fraud or error. In preparing the annual accounts and consolidated ac - counts, The Board of Directors and the Managing Director are responsible for the assessment of the company’s and the group’s ability to continue as a going concern. They disclose, as applicable, matters related to going concern and using the going concern basis of accounting. The going concern basis of accounting is however not applied if the Board of Directors and the Managing Director intend to liq - uidate the company, to cease operations, or has no realistic alternative but to do so.

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 131 Financial information Auditor’s responsibility Our objectives are to obtain reasonable assurance about whether the annual accounts and consolidated accounts as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinions. Reasonable assurance is a high lev - el of assurance, but is not a guarantee that an audit con - ducted in accordance with ISAs and generally accepted auditing standards in Sweden will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to in - fluence the economic decisions of users taken on the basis of these annual accounts and consolidated accounts. As part of an audit in accordance with ISAs, we exercise professional judgment and maintain professional skepti - cism throughout the audit. We also: • Identify and assess the risks of material misstatement of the annual accounts and consolidated accounts, whether due to fraud or error, design and perform audit proce - dures responsive to those risks, and obtain audit evi - dence that is sufficient and appropriate to provide a ba- sis for our opinions. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forg - ery, intentional omissions, misrepresentations, or the override of internal control. • Obtain an understanding of the company’s internal con - trol relevant to our audit in order to design audit proce - dures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effec - tiveness of the company’s internal control. • Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the Board of Directors and the Managing Director. • Conclude on the appropriateness of the Board of Directors’ and the Managing Director’s use of the going concern basis of accounting in preparing the annual ac - counts and consolidated accounts. We also draw a con - clusion, based on the audit evidence obtained, as to whether any material uncertainty exists related to events or conditions that may cast significant doubt on the company’s and the group’s ability to continue as a going concern. If we conclude that a material uncertainty ex - ists, we are required to draw attention in our auditor’s re- port to the related disclosures in the annual accounts and consolidated accounts or, if such disclosures are in - adequate, to modify our opinion about the annual ac - counts and consolidated accounts. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause a company and a group to cease to continue as a going concern. • Evaluate the overall presentation, structure and content of the annual accounts and consolidated accounts, in - cluding the disclosures, and whether the annual ac - counts and consolidated accounts represent the under - lying transactions and events in a manner that achieves fair presentation. • Plan and perform the group audit to obtain sufficient and appropriate audit evidence regarding the financial infor- mation of the entities or business units within the group as a basis for forming an opinion on the consolidated ac- counts. We are responsible for the direction, supervision and review of the audit work performed for purposes of the group audit. We remain solely responsible for our opinions. We must inform the Board of Directors of, among other matters, the planned scope and timing of the audit. We must also inform of significant audit findings during our au - dit, including any significant deficiencies in internal control that we identified. Report on other legal and regulatory requirements Opinions In addition to our audit of the annual accounts and con - solidated accounts, we have also audited the administra - tion of the Board of Directors and the Managing Director of Storytel AB (publ) for the year 2025 and the proposed appropriations of the company’s profit or loss. We recommend to the general meeting of shareholders that the profit be appropriated in accordance with the pro- posal in the statutory administration report and that the members of the Board of Directors and the Managing Di - rector be discharged from liability for the financial year. Basis for Opinions We conducted the audit in accordance with generally ac - cepted auditing standards in Sweden. Our responsibilities under those standards are further described in the Audi - tor’s Responsibilities section. We are independent of the parent company and the group in accordance with profes - sional ethics for accountants in Sweden and have other - wise fulfilled our ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opin - ions. Responsibilities of the Board of Directors and the Managing Director The Board of Directors is responsible for the proposal for appropriations of the company’s profit or loss. At the pro - posal of a dividend, this includes an assessment of wheth - er the dividend is justifiable considering the requirements which the company’s and the group’s type of operations, size and risks place on the size of the parent company’s and the group’s equity, consolidation requirements, liquidity and position in general. The Board of Directors is responsible for the company’s organisation and the administration of the company’s af - fairs. This includes among other things continuous assess - ment of the company’s and the group’s financial situation and ensuring that the company’s organisation is designed so that the accounting, management of assets and the company’s financial affairs otherwise are controlled in a reassuring manner. The Managing Director shall manage

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Introduction Operations Strategy Sustainability Corporate governance STORYTEL GROUP ANNUAL AND SUSTAINABILITY REPORT 2025 132 Financial information the ongoing administration according to the Board of Di - rectors’ guidelines and instructions and among other mat - ters take measures that are necessary to fulfill the com - pany’s accounting in accordance with law and handle the management of assets in a reassuring manner. Auditor’s responsibility Our objective concerning the audit of the administration, and thereby our opinion about discharge from liability, is to obtain audit evidence to assess with a reasonable degree of assurance whether any member of the Board of Direc - tors or the Managing Director in any material respect: • has undertaken any action or been guilty of any omission which can give rise to liability to the company, or • in any other way has acted in contravention of the Companies Act, the Annual Accounts Act or the Articles of Association. Our objective concerning the audit of the proposed appro - priations of the company’s profit or loss, and thereby our opinion about this, is to assess with reasonable degree of assurance whether the proposal is in accordance with the Companies Act. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with generally accepted auditing standards in Sweden will always detect actions or omissions that can give rise to lia - bility to the company, or that the proposed appropriations of the company’s profit or loss are not in accordance with the Companies Act. As part of an audit in accordance with generally accept - ed auditing standards in Sweden, we exercise professional judgment and maintain professional skepticism throughout the audit. The examination of the administration and the proposed appropriations of the company’s profit or loss is based primarily on the audit of the accounts. Additional audit procedures performed are based on our profession - al judgment with starting point in risk and materiality. This means that we focus the examination on such actions, ar - eas and relationships that are material for the operations and where deviations and violations would have particular importance for the company’s situation. We examine and test decisions undertaken, support for decisions, actions taken and other circumstances that are relevant to our opinion concerning discharge from liability. As a basis for our opinion on the Board of Directors’ proposed appropria - tions of the company’s profit or loss we examined the Board of Directors’ reasoned statement and a selection of sup - porting evidence in order to be able to assess whether the proposal is in accordance with the Companies Act. Stockholm on the day indicated in our electronic signature Ernst & Young AB Johan Holmberg Authorized Public Accountant