FULLTEXT DEL 2 AV 4
Årsredovisning 2025
pronounced on longer time horizons considered, as well as under the high-carbon scenario The material transition risk and opportunity identified were present in the low-carbon scenario and most pronounced over the short- and medium-term time horizons No material physical or transition risks have been excluded from the analysis IRO-1 Description of the processes to identify and assess material climate-related impacts, risks and opportunities (IRO-1 §20a, 20b) Climate-related impacts are identified and assessed via the impact materiality assessment included in the dou- ble materiality assessment undertaken annually by the Group This process is guided by Viaplay Group’s annual GHG emissions accounting across its operations and value chain, along with insights from industry initiatives focused on reducing climate impacts and enhancing the industry’s positive role in the climate transition, aligned with EU and national targets Viaplay screened its operations and value chain by assessing all activities, technologies, and planned developments for actual and potential future GHG emission sources and other cli- mate-related impact drivers, covering digital infrastruc- ture, content production, distribution, and downstream user behaviour Additionally, a structured assessment is conducted to identify climate-related physical (acute and chronic) and transition risks across Viaplay Group’s value chain Exposures of assets and operations are screened using criteria for likelihood, magnitude and duration of climate hazards The extent to which assets and activities are sensitive to these risks is evaluated accordingly Additionally, the likelihood, magnitude, and duration of transition events impacts on its assets and operations, including determining which activities may be incompatible with or require significant effort to align with a climate-neutral economy were assessed Material risks are monitored on an ongoing basis, and emerging issues are communicated to the Group Exec- utive Team and escalated to the Board where required Scenario Analysis A range of complexities exist due to the uncertainties Viaplay Group works to reduce the climate impact of its business activities by measuring and improving ener- gy use and carbon emissions from its operations and commissioned productions The Group also engages with business partners on climate topics and works with industry groups to address emissions from end-us- er devices, network infrastructure and data centres Viaplay Group conducted an initial resilience analysis of its business strategy in relation to climate change in line with TCFD recommendations in 2022 The analysis is regularly updated and findings inform the Group’s double materiality assessment process, in which the financial materiality of climate related risks are further evaluated The scope of the analysis includes Viaplay Group’s entire value chain as well as all TCFD risk cate- gories and the analysis utilises a scenario analysis across multiple time horizons Viaplay Group views its business strategies as resil- ient to climate-related scenarios across all assessed time-frames, due to pre-emptive mitigation activities undertaken to future-proof its operations and, increas- ingly its value chain Additionally, the Group sees limited potential impacts to its surrounding macroeconomic environment due to the transition to a low-carbon economy and limited financial impacts from physical or transition risks associated with climate change Mate- rial climate-related physical and transitional risks are documented in the table on this page, alongside iden- tified climate related impacts None of the identified climate-related risks is believed to be critical enough to fundamentally challenge Viaplay Group’s business oper- ations or ability to generate revenue, cash-flows and profits The material physical risk identified was present on all considered time horizons and scenarios but more SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model Environmental disclosures ESRS E1 Climate change - Negative impact + Positive impact $ Risk $ Opportunity Transition risk Physical risk Business model & value chain Information-related impacts for consumers and/or end-users IRO type Buying & creating content Packaging & marketing Content distribution Consumer experience Greenhouse gas emissions Actual - - - - Promotion of climate change mitigation and adaptation via content Potential + + + Potential reputational impacts from failure to meet climate targets Potential Potential impacts from climate disruption of sporting events and content productions Potential Energy Fossil fuel and non-renewable electricity use Actual - - - - Annual & Sustainability Report 2025 46 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 47 ===== of the trajectory of global greenhouse gas emissions and the long-term impact of climate change, which may have unforeseen impacts on Viaplay Group’s business activities, the environment and society To address this, the likelihood of risks occurring is assessed under two scenarios based on IPCC Representative Concentration Pathways (RCP) scenarios representing physical impacts of a low-carbon future 15°C and a high-carbon scenar- io (2–4°C) Additional transition scenario considerations from IEA NZE 2050 are included in the low-carbon future scenario to account for transition impacts Con- sidered time horizons for the materialisation of each risk included short-term (<5 years), medium-term (5–10 years), and long-term (>10 years), as assets held by the company are in general not time dependent these time horizons are not closely linked to the companies circumstances Key constraints of the analysis stem from identified risks being tied to production of content which is highly variable and not limited in location, scope, or timeframe No critical climate-related assump- tions are used in Viaplay Group’s financial statements, and the climate scenarios applied are therefore not required to be aligned with financial reporting assump- tions Low-carbon scenario (Transition / 1.5°C / RCP 1.9 & IEA NZE 2050) This scenario entails a future in line with the ambitions of the Paris Agreement in which rapid emission reduc- tions have limited global temperature change to 15°C Transition impacts are most pronounced and physical impacts such as rising sea levels will be extensive over the rest of the century but manageable Governments have enacted strategies for implementing rapid emis- sion reductions to reach net zero emissions by 2050 and schemes to secure negative emissions by the end of the century Risks and opportunities considered in analysis of this scenario included relevant policy and legal, technology, market and reputational domains Viaplay Group identified a single material transition risk tied to potential reputational impacts stemming from failure to meet climate targets, see overview informa- tion in SBM-3 table on page 46 High-carbon scenario (Business as usual / 4–5°C / RCP 8.5) This scenario entails a future in which global GHG emissions continue to rise, without sufficient action to address them, leading to potential mean temperature increases of 4–5°C by the end of the century Extreme physical impacts including increasingly frequent extreme weather events, widespread ecosystem failures and significant sea level rises are likely to be widespread and increasingly unmanageable in the lead up to the end of the century Risks considered in analysis of this scenario included both acute and chronic physical risks E1-1 Transition plan for climate change mitigation (E1-1 §14,16a,16b,16c, 16h, 16i, 17) Viaplay Group monitors, measures and reports on greenhouse gas (GHG) emissions linked to its opera- tions and supply chain in accordance with the interna- tional standard GHG Protocol At the end of 2022, the Science Based Targets Initiative (SBTi) validated Viaplay Group’s near-term scope 1 and 2 target ambition as in line with a 15°C trajectory In conjunction with the SBTi commitment, Viaplay Group has been committed to the Business Ambition for 15°C Campaign and the UN’s Race to Zero initiative since 2020 This means that the Group is committed to reducing GHG emissions across its business and supply chain over the coming years at levels in line with the goals of the Paris Agreement Viaplay Group is not excluded from EU Paris-Aligned Benchmarks under Articles 121(d)-(g) and 122 of Com- mission Delegated Regulation (EU) 2020/1818 The Group sees decarbonisation as an opportunity to enhance operations while minimising environmental impact Key decarbonisation levers identified include increasing renewable energy use, improving energy efficiency, reducing waste, and supporting value chain partners in measuring emissions and setting reduc- tion targets Producing and commissioning content generates the bulk of GHG emissions associated with Viaplay Group’s value chain, due to the extensive logistics involved in creating and delivering high-quality content The Group views this as an opportunity both to gain greater insight into production practices fit for the future and to share them with its industry partners The Group aims to work collaboratively to reduce its environmental impact while commissioning authentic and relatable content that reflects the changing world in which it operates The plan assumes continued availability of renewable ener- gy in key markets, industry-wide adoption of sustain- able production practices, and active collaboration with suppliers and partners to achieve Scope 3 reductions Costs associated with the Group’s decarbonisation efforts in its own operations are insubstantial and do not require significant investment, due to its incremental long-term approach to emission mitigation and overall efforts to optimise organisational efficiency The Group has a dedicated budget for sustainability efforts and dedicated resources to advance the transition plan through work with industry groups and actors in the value chain Financial implications of current plans are insubstantial and are not expected to drive increased alignment of the Group’s business activities with EU Tax- onomy The transition plan is embedded in the Groups overall sustainability work and sustainability target setting which are aligned with the company’s overall business strategy and overseen by the Group Executive Team and monitored by the Audit Committee Progress is reported annually to the Board of Directors and dis- closed in the Sustainability statement Progress and Milestones • 2022: SBTi validation of near-term targets • 2023: Integration of sustainability criteria into pro- duction contracts; implementation of Sustainable Pro- duction Guide programme with production suppliers • 2024: Near-term Scope 1 and 2 targets achieved • 2025: Increased procurement of renewable energy across operations In 2026, the transition plan will be revised to incorpo- rate Allente operations and supply chain Additionally, the transition plan will be supplemented with long-term targets in-line with relevant EU and national climate legislation requirements pertaining to achieving climate neutrality by 2050, pending validation by SBTi Environmental disclosures Annual & Sustainability Report 2025 47 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 48 ===== E1-2 Policies related to climate change mitigation and adaptation (E1-2 §24, 25) Viaplay Group’s climate transition efforts are governed by the Group Sustainability Policy and Group Travel and Expense Directive Additionally, the Group’s Third party Code of Conduct includes key measures that establish expectations for suppliers to work to minimise their impact on the environment and work towards devel- oping their own transition plans for climate change mitigation aligned with the Paris Agreement The Sustainability Policy outlines the Group’s approach to sustainability and its commitment to inte- grating universal principles and guidelines for respon- sible business conduct into its operations Through the Sustainability Policy, the Group establishes its approach to environmental management and climate change mitigation, constituted by commitments to compliance with all relevant environmental laws and regulations, a precautionary and preventative approach to envi- ronmental concerns, and continuous improvement of sustainability performance Viaplay Group’s environ- mental management efforts are focused on the follow- ing topics: energy consumption, renewable energy use, production, technology and services, business travel, use of materials and waste management Viaplay Group has not made any policy commitments in relation to cli- mate change adaptation at this time but aims to imple- ment them in next two years Overarching responsibility for the Sustainability Policy, strategy, goals, actions and follow-up rests with the Board of Directors The Viaplay Group Travel and Expense Directive supports the Group’s business travel emission reduction efforts through encouraging employees to travel less (by opting for digital meetings when feasible, utilising local staff and resources, and combining meetings and activities into fewer trips) and to travel more efficiently (by opting for lower emission modes of travel, walking and using public transport instead of taxis, and when traveling by air by taking direct flights whenever pos- sible) The directive is supported through reminders, notices and recommendations in the Group’s central travel booking system that aim to nudge its employees to travel with a reduced environmental impact Policy overview: E1 Climate change Policy Scope Accountable for implementation Review frequency / Approval or last review Standards referenced Implementation Effectiveness monitoring Group Sustainability Policy All employees, suppliers, markets Head of Sustainability Annual / 30 September 2025 UNGC, OECD Guidelines, Directive (EU) 2024/1760, ILO Sustainability audits, integration into operational processes KPIs: energy use, renewable share; annual Board review Group Travel & Expense Directive All employees, sub-contractors VP Group Financial Control Annual / 22 Febuary 2025 Digital meeting preference, travel book- ing system nudges Annual travel emissions, compliance checks Third party Code of Conduct All suppliers Head of Compliance Annual / 30 September 2025 OECD Guidelines, UN Guiding Principles on Business and Human Rights, GDPR, ILO Supplier onboarding requirements, con- tractual clauses, whistleblowing channel Supplier audit findings, incident reports, corrective action plans and remediation actions E1-3 Actions and resources in relation to climate change policies Own operations In 2025, Viaplay Group continued implementing oper- ational efficiencies aligned with its market-oriented organisational model These actions supported further reductions in energy consumption and onsite resource use, resulting in a 48% and 38% decrease in Scope 1 and 2 emissions respectively from 2024 levels, and an absolute reduction of 399 tCO2eq of annual emis- sions across these scopes The Group also advanced the rollout of its >95% renewable-energy target for directly controlled facilities, strengthening procurement processes across its operational footprint and securing renewable energy certificates for all procured energy in Norwegian facilities, contributing to emission reduc- tions Organisational developments during the year were assessed as organic under SBTi guidelines, and no adjustment to the climate-target base year or targets was required Value Chain Viaplay Group’s business-travel emissions continued to decline in 2025, supported by strengthened alignment with the Group Travel and Expense Directive and main- tained strict cost control Resulting in a 44% reduction from 2024 levels, and 898 tCO2eq in absolute terms The Sustainable Production Guide (SPG) system was integrated more widely into standard commission- ing and production processes Application of SPG requirements increased across productions, improving availability of absolute emission data and enhancing Environmental disclosures Annual & Sustainability Report 2025 48 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 49 ===== the accuracy of Scope 3 reporting Engagement with suppliers responsible for emissions from purchased goods and services progressed, increasing the pro- portion of suppliers (by emissions) engaged on setting science-based targets emission reduction targets While progress remained below the long-term ambition of 71% coverage, supplier-engagement processes were strengthened through enhanced due-diligence activ- ities and initiative to collect supplier-specific emission factors The Group also continued its participation in the EU Horizon Europe StreamSCAPES project in sup- port of sector-wide climate-transition initiatives Future actions In 2026, to advance progress toward its supplier engagement science-based target, Viaplay Group will intensify efforts to collect supplier-specific emission factors and deepen engagement with high-emitting suppliers The Group will also begin the process of set- ting a new near-term science-based target covering its Scope 3 emissions, as its current supplier engagement target expires at the end of the year Additionally, the Group will continue to advance the rollout of its >95% renewable-energy target for directly controlled facilities to ensure the target is reached by the end of the year which is expected to result in a reduction of an addi- tional 500 tCO2eq of annual Scope 2 emissions E1-4 Targets related to climate change mitigation and adaptation Viaplay Group climate mitigation targets have been verified by the Science Based Targets initiative as aligned with the 15C ambition of the Paris Agreement Targets developed by management in consultation with relevant internal and external stakeholders and set by the Board of Directors The primary levers identified to achieve targets is the procurement of renewable energy in operations and the reduction of fleet size and increase in fleet fuel efficiency as well as transition to low-emission vehicles The baseline year of 2019 was set for climate targets and the SBTi target setting period in 2021 Viaplay Group selected 2019 as the baseline year to ensure it was representative of nor- mal operational conditions and typical performance free from the influence of external factors for accurate target tracking Viaplay confirms that its baseline year remains unchanged unless material changes to the tar- get or reporting boundary occur, and that in such cases the baseline is reset in line with ESRS requirements— explaining the implications for targets and progress over time—and that any new targets use a base year no more than three years prior to the start of the target period As a digital media and entertainment company Viaplay Group views future developments in relation to business performance as having a minor impact on its emission profile and advent of new technologies as beneficial to future emission reduction efforts Energy targets apply to acquired electricity only Environmental disclosures Targets: E1 Climate change Climate change mitigation and adaptation Energy Long-term targets Reduce GHG emissions from vehicles and facilities (scope 1), purchased energy (scope 2) and business travel (scope 36) by 462% by end of 2030 from a 2019 base year (SBTs) 71% of suppliers by emissions covering purchased goods and services will have science-based targets by end of 2026 Achieve >95% renewable energy use across Group operations by the end of 2026 2025 Annual targets Reduce GHG emissions from vehicles and facilities (scope 1), purchased energy (scope 2 - market based) and business travel (scope 36) by at least 252% from 2019 levels by end of 2025 By the end of 2025, launch an initiative to collect supplier- specific emission factors to support science-based target engagement through due diligence 75% renewable energy use by end of 2025 Performance Achieved 86% (Scope 1), 67% (Scope 2), 77% (Scope 36) reductions from 2019 levels Achieved, initiative launched Achieved, 88% renewable energy use 2026 Annual targets Reduce GHG emissions from vehicles and facilities (scope 1), purchased energy (scope 2) and business travel (scope 36) by at least 297% from 2019 levels by end of 2026 71% of suppliers by emissions covering purchased goods and services will have science-based targets by end of 2026 Achieve >95% renewable energy use across Group operations by the end of 2026 Achieved Partially achieved Not achieved Annual & Sustainability Report 2025 49 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 50 ===== E1-6 Gross scope 1, 2, 3 and total GHG emissions Retrospective Milestones and target years Base year 2025 2024 % 2025 /2024 2025 2030 Annual % target /Base year Gross Scope 1 GHG emissions (tCO2eq) 161 22 42 52% 120 92 42%/2019 Percentage of Scope 1 GHG emissions from regulated emission trading schemes (%) – – – – Gross location-based Scope 2 GHG emissions (tCO2eq) 974 263 492 52% Gross market-based Scope 2 GHG emissions (tCO2eq) 1,960 642 1,021 62% 1,466 984 42%/2019 Total Gross indirect (Scope 3) GHG emissions (tCO2eq) 74,102 43,753 56,952* 77% 1 Purchased goods and services 61,153 37,964 44,495* 85% Engagement Cloud computing and data centre services – 13 17 76% 2 Capital goods 105 – – – 3 Fuel and energy-related activities (not included in Scope1 or Scope 2) 947 139 173 80% 4 Upstream transportation and distribution 82 - 5 0% 5 Waste generated in operations 11 60 2 2900% 6 Business traveling 5,239 1,251 2,240 56% 42%/2019 7 Employee commuting 1,500 766 626 122% 8 Upstream leased assets – 52 – n/a 9 Downstream transportation – – – – 10 Processing of sold products – – – – 11 Use of sold products 4,894 3,452 9,359 72% 12 End-of-life treatment of sold products – – – – 13 Downstream leased assets – – – – 14 Franchises – – – – 15 Investments 171 67 52 128% Total GHG emissions (location-based) (tCO2eq) 75,237 44,036 57,486* 75% Total GHG emissions (market-based) (tCO2eq) 76,223 44,415 58,015* 75% *Restatement E1-5 Energy consumption and mix 2025 2024 Total energy consumption from fossil sources [MWh] 339 1,699 Share of fossil sources in total energy consumption [%] 3% 34% Total energy consumption from nuclear sources [MWh] – – Share of consumption from nuclear sources in total energy consumption [%] 0 0 Fuel consumption from renewable sources [MWh] – – Consumption of purchased or acquired electricity, heat, steam, and cooling from renewable sources [MWh] 11,077 3,248 Consumption of self-generated non-fuel renewable energy [MWh] – – Total energy consumption from renewable sources [MWh] 11,077 3,248 Share of total energy consumption from renewable and low carbon sources [%] 97% 66% Total energy consumption [MWh] 11,416 4,947 Accounting principles In 2025, Viaplay Group has included data on energy consumption and mix from all facilities for which it has abso- lute data for usage from purchased or acquired fuel, electricity and heat, steam and cooling excluding energy used in vehicles In instances where the energy source split is unknown it has assumed location based energy split from government sources 2024 figures are only representative of energy from purchased or acquired electricity, and assumed 100% fossil energy when mix was unknown Environmental disclosures Annual & Sustainability Report 2025 50 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 51 ===== Emission Intensity GHG emissions intensity for the reporting year was 250 tCO2eq per MSEK of net revenue, based on total location-based emissions of 44,033 tCO2eq and net revenue of 17,682 MSEK GHG emissions intensity for the reporting year was 252 tCO2eq per MSEK of net revenue, based on total market-based emissions of 44,417 tCO2eq and net revenue of 17,682 MSEK See Note 3 to the Financial statement on page 90 for net sales figures Accounting principles Viaplay Group applies an operational control approach, covering all Scope 1, 2, and 3 emissions under its sub- sidiaries, and discloses downstream emissions from joint ventures and investments Emission factors are sourced from government databases, academic studies, and regulatory disclosures, with a 100-year Global Warming Potential (GWP) applied per IPCC guidelines, and all six greenhouse gases are included in the calculation and are expressed in CO2 equivalents Some energy and waste figures are estimated based on relevant employ- ee headcount or square meters of leased spaces when data was not available for shared office spaces To avoid double counting emissions across all scopes emission inventory is structured to ensure relevant emissions are only counted once Additionally, automated controls in its emission inventory system scan all inputed data and require evaluation of items which consists of similar activity data • Scope 1 (Vehicles & Fuel): Calculated using the latest DESNZ emission factors • Scope 2 (Purchased Energy): Reports both market- and location-based emissions per ESRS and GHG Protocol guidelines Market-based approach uses supplier-specific data, renewable certificates, and AIB emissioin factors • Scope 3 (Value chain emissions): Scope 31 emissions are primarily estimated using spend and transaction data and EXIOBASE emission factors Purchased content emissions are measured on a production basis by suppliers and when lacking are based on average emissions per 1MSEK spend Business travel and Employee commuting follow the well-to-wheel (WTW) methodology, using DESNZ emission factors Estimates are used for shared office spaces • Restatement: 2024 Scope 31 figures have been restated to align with more accurate mapping of transaction data implemented in 2025 to ensure comparability (previously reported: 26,485 tCO2eq / restated as: 44,495 tCO2eq / associated comparative figure for %2024/2023 would be 42%) The addi- tional 18,020 tCO2eq reported has also been added to total Scope 3 figures, total location-based and total market-based for 2024 • Scope 3�11 (Use of Sold Products): Streaming emissions are calculated using the DIMPACT Video Streaming Model, developed with academic and industry partners • Emission intensity is calculated using Total Mar- ket-based GHG emissions across all scopes with the formula GHG intensity = Total GHG emissions (tCO- 2eq.) / Net revenue (MSEK) The measurement of the metric is not validated by an external body other than the assurance provide E1-7 GHG removals and GHG mitigation projects financed through carbon credits Viaplay Group does not engage in GHG removals nor finance GHG mitigation projects through carbon credits Therefore, no data is reported under ESRS E1-7 The Group’s current climate strategy focuses on direct emissions reductions within our operations and value chain rather than offsetting or removals E1-8 Internal carbon pricing Viaplay Group has no plans to apply an internal carbon pricing scheme at this time E1-9 Anticipated financial effects from material physical and transition risks Viaplay Group has identified a set of material climate-related impacts, and risks that may give rise to financial effects over the medium- and long-term These relate primarily to climate-related disruptions to productions and live events, and transition risks associ- ated with meeting climate-target expectations Physical risks Climate-related physical risks are linked to potential dis- ruption of content productions and sporting events due to extreme weather or environmental conditions These disruptions may lead to increased production costs, schedule delays, relocation expenses or lost revenue opportunities Physical risk exposure is most relevant to the Group’s content production value chain Transition risks The Group faces transition risks associated with evolving climate policies, regulatory expectations and consumer scrutiny Failure to meet stated climate-tar- gets or to align supplier and production practices with decarbonisation requirements may result in reputation impacts, increased compliance costs, or potential con- straints on access to partnerships or financing Anticipated financial effects Based on currently available information, the finan- cial effects associated with climate-related risks are expected to arise mainly through production-level cost variability, supplier-related adjustments and potential increases in compliance or operational-resilience expen- ditures The Group continues to strengthen its produc- tion-risk planning, supplier-engagement processes and renewable-energy initiatives to mitigate these potential future impacts At this stage, no material climate-related financial effects have been quantified with sufficient reliability to require separate recognition or measure- ment Environmental disclosures Annual & Sustainability Report 2025 51 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 52 ===== EU Taxonomy Reporting on alignment of business activities with European Union environmental objectives in accor- dance with Taxonomy Regulation (EU) 2020/852. Background The EU Taxonomy for sustainable activities is a classifi- cation framework that helps direct capital flows towards economic activities that contribute to the EU’s environ- mental objectives It establishes technical screening crite- ria for determining whether an activity makes a substan- tial contribution to one of six environmental objectives while ensuring no significant harm (“DNSH”) to the others Companies must also comply with minimum safeguards relating to human rights, labour rights and ethical busi- ness practices, including adherence to the International Labour Organization’s fundamental conventions Regulatory developments effective for FY2025, including the introduction of materiality thresholds, sim- plified reporting templates and optional KPI disclosures for non-material activities, have been incorporated into Viaplay Group’s methodology Business model alignment Viaplay Group has identified that some of its economic activities qualify as eligible under the Taxonomy Regula- tion (EU) 2020/852 and its delegated acts (the “Taxon- omy”) Viaplay Group operates video streaming services, pay-TV and commercial free-TV channels, commercial radio networks, audio streaming services as well as producing content primarily for the Group’s Viaplay streaming service These activities are eligible pursuant to economic activities 83 Programming and Broadcasting and 133 Motion picture, video and television programme production, sound recording and music publishing activ- ities, and the Group has also assessed the applicability of 77 Acquisition and ownership of buildings In accordance with the 2025 amendments, activities that contribute less than 10% of total turnover, CapEx or OpEx are considered non-material, and where this threshold applies the Group may use narrative and simplified reporting formats instead of detailed technical screening and DNSH disclosures Reporting and financial disclosures For the financial year 2025, the Group’s total turnover amounted to SEK 17,682m Of this, a portion has been assessed as Taxonomy-eligible under economic activi- ties 83 and 133; however, none of these activities meet the requirements for Taxonomy alignment The result- ing share of Taxonomy-aligned turnover is therefore 0% The Group’s remaining turnover relates to Taxono- my-non-eligible activities During 2025, the Group’s total capital expenditure amounted to SEK 82m The Group does not engage in building acquisition or ownership as a business activity but added to its portfolio of right-of-use assets during the year that would fall under the scope of activity 77 As a result, the Group has found some CapEx eligibility, but did not evaluate this CapEx for alignment The resulting share of Taxonomy-aligned CapEx is 0% During 2025, the Group had SEK 13m of operating expenditure In line with the optional simplification rules introduced in 2025, the Group applies an aggregated OpEx disclosure because sustainability-related expen- diture represents less than 10% of total OpEx The eligi- ble portion does not meet alignment criteria, resulting in 0% Taxonomy-aligned OpEx The Group does not extract maintenance expense in the format prescribed by the Taxonomy and has therefore applied justified simplifications consistent with regulatory guidance This disclosure is based on Viaplay Group’s current understanding of the legislation and may be amended in the future to align with new regulatory guidance provided and maturing reporting practices Proportion of turnover, CapEx, OpEx from products or services associated with Taxonomy-eligible or Taxonomy-aligned economic activities – disclosure covering year (2025) (summary KPIs) Financial year 2025 KPI (1) Total (2) Propotion of Taxonomy eligible activities (3) Taxonomy aligned activities (4) Proportion of Taxonomy aligned activities ( 5) Breakdown by environmental objectives of Taxonomy aligned activities Proportion of enabling activities (12) Proportion of transitional activities (13) Not assessed activities considered non-material (14) Taxonomy aligned activities in previous financial year (2024) (15) Proportion of Taxonomy aligned activities in previous financial year (2024) (16) Climate Change Mitigation (6) Climate Change Adaptation (7) Water (8) Circular Economy (9) Pollution (10) Biodiversity (11) MSEK % MSEK % % % % % % % % % % Currency % Turnover 17,682 76% 0 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0 0% CapEx 82 40% 0 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0 0% OpEx 13 0% 0 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0 0% Annual & Sustainability Report 2025 52 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 53 ===== EU Taxonomy Proportion of turnover from products or services associated with Taxonomy-eligible or Taxonomy-aligned economic activities – disclosure covering year (2025) (activity breakdown) Reported KPI (Turnover) Financial year 2025 Economic Activities (1) Code (2) Taxonomy eligible KPI (Proportion of Taxonomy eligible Turnover) (3) Taxonomy aligned KPI (monetary value of Turnover) (4) Taxonomy aligned KPI (Proportion of Taxonomy aligned Turnover) (5) Environmental objective of Taxonomy aligned activities Enabling activity (12) Transitional activity (13) Proportion of Taxonomy aligned in Taxonomy eligible (14) Climate Change Mitigation (6) Climate Change Adaptation (7) Water (8) Circular Economy (9) Pollution (10) Biodiversity (11) % MSEK % % % % % % % (E where applicable) (T where applicable) % Programming and broadcasting activities CCA 8�3 76 0 0% 0% 0% 0% 0% 0% 0% 0% Motion picture, video and television programme production, sound recording and music publishing activities CCA 13�3 0 0 0% 0% 0% 0% 0% 0% 0% 0% Sum of alignment per objective 0 0 0 0 0 0 Total KPI (Turnover) 76 0 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% Proportion of CapEx from products or services associated with Taxonomy-eligible or Taxonomy-aligned economic activities – disclosure covering year (2025) (activity breakdown) Reported KPI (CapEx) Financial year 2025 Economic Activities (1) Code (2) Taxonomy eligible KPI (Proportion of Taxonomy eligible CapEx) (3) Taxonomy aligned KPI (monetary value of CapEx) (4) Taxonomy aligned KPI (Proportion of Taxonomy aligned CapEx) (5) Environmental objective of Taxonomy aligned activities Enabling activity (12) Transitional activity (13) Proportion of Taxonomy aligned in Taxonomy eligible (14) Climate Change Mitigation (6) Climate Change Adaptation (7) Water (8) Circular Economy (9) Pollution (10) Biodiversity (11) % MSEK % % % % % % % (E where applicable) (T where applicable) % Ownership and acquistion of buildings CCM 7�7 40 0 0% 0% 0% 0% 0% 0% 0% 0% Sum of alignment per objective 0 0 0 0 0 0 Total KPI (CapEx) 40 0 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% Annual & Sustainability Report 2025 53 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 54 ===== S1 Own workforce Time horizon Business model & value chain Working conditions IRO type Short Mid Long Buying & creating content Packaging & marketing Content distribution Consumer experience Potential well-being related impacts on own workforce Actual - - - Secure employment, adequate wages, social protection, career development and an inclusive work environment Actual + + + Equal treatment and opportunities for all Advancing diversity, equality, and inclusion in the workforce and through content Actual + + + + Being an attractive employer offering safe and secure jobs and a diverse, inclusive, and equitable work environment Opportunity $ $ $ Other work-related rights Potential financial losses from fines related to data privacy incidents Risk $ $ Social commitment to stakeholders Advancing diversity, inclusion and well-being in our workforce, in our value-chain, and for our audiences S1 Working conditions long-term target Employee well-being index score of 78 in Employee Engagement Survey by end of 2026 2025 Target and performance Employee well-being index score of 76 in Employee Engagement Survey by end of 2025 Not achieved. Well-being index score of 74 achieved S1 Equal opportunities for all long-term ambition Reach 50F/50M% gender balance in the workforce 2025 Target and performance Increase female talents to reach 40F/60M% gender balance in total workforce by end of 2025 Achieved� 40%F/60%M� - Negative impact + Positive impact $ Risk $ Opportunity Transition risk Physical risk Social disclosures Viaplay Group’s social disclosures provide a comprehensive overview of how the company manages its impacts on its workforce, workers in the value chain, and consumers and end-users in alignment with the European Sustainability Reporting Standards (ESRS S1, S2, and S4) These standards guide the Group in reporting transpar- ently on topics such as working conditions, equal opportunities, human rights due diligence, and broader societal impacts arising from its opera- tions and business relationships Following a detailed materiality assessment, the Group has concluded that ESRS S3 – Affected communities is not material to its reporting, as Viaplay Group’s activities do not present signif- icant sustainability-related risks or impacts on communities As a result, the focus of this sec- tion remains on the areas where the Group can meaningfully influence social outcomes and create long-term value for its stakeholders S1 Own workforce � � � � � � � � � � � � � � � � � 57 S2 Workers in the value chain � � � � � � � � � 65 S4 Consumers and end-users� � � � � � � � � � 69 Annual & Sustainability Report 2025 54 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 55 ===== S2 Workers in the value chain Time horizon Business model & value chain Working conditions IRO type Short Mid Long Buying & creating content Packaging & marketing Content distribution Consumer experience Potential health and safety risks, and impacts on labour rights for workers in the value chain Actual - Job creation and engagement on standards for decent work, human and workers' rights across the value chain through due-diligence efforts Actual + Potential financial losses associated with reputational impacts from human rights related incidents in the value chain Risk $ $ Equal treatment and opportunities for all Potential incidents relating to discrimination and harassment and other impacts on human rights in the value chain Actual - Potential financial losses associated with reputational impacts from discrimination and harassment related incidents in the value chain Risk $ $ Other work-related rights Potential incidents related to privacy and impacts on other work-related rights in the value chain Actual - Potential financial losses associated with reputational impacts from other-work related rights incidents in the value chain Risk $ $ Social disclosures - Negative impact + Positive impact $ Risk $ Opportunity S2 Working conditions long-term ambition Ensure ethical behaviour, human rights and well-being in all Viaplay Group’s commissioned content productions by strengthened processes, trainings and audit programme 2025 Target Conduct sustainability screening of all Viaplay produc- tions including sports, and onsite audits of all identified high-risk productions by end of 2025 Achieved. Conducted sustainability screenings of all planned productions and audits of identified high- risk productions S2 Equal opportunities for all long-term target Reach and maintain an approximate 50F/50M% gender balance in Viaplay Group’s production value chain by 2026 (base year 47F/53M%, 2021) 2025 target Maintain an approximate 50F/50M% gender balance in Viaplay Group’s commissioned production creative value chain by end of 2025 Achieved 51F/49M% gender balance in the creative value chain Annual & Sustainability Report 2025 55 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 56 ===== S4 Consumers and end-users Time horizon Business model & value chain Information-related impacts for consumers and/or end-users IRO type Short Mid Long Buying & creating content Packaging & marketing Content distribution Consumer experience Potential incidents relating to information protection and privacy Actual - Potential financial losses associated from fines related to data privacy incidents Risk $ Personal safety of consumers and/or endusers Potential incidents relating to protection of children Actual - - Social inclusion of consumers and/or endusers Potential impacts relating to social inclusion of customers and end-users Actual - - Negative impact + Positive impact $ Risk $ Opportunity Social disclosures S4 Information-related impacts long-term target Achieve 40% reduction in data privacy incidents by enhancing customer privacy and facilitating the exercise of privacy rights by the end of 2026 (Base year: 2024, # of affected individuals) 2025 Target Achieve a 30% decrease in response time for handling privacy rights request from 2024 levels by implement- ing automated systems by the end of 2025 Achieved. 66% decrease in response time for han- dling privacy rights request from 2024 levels S4 Social inclusion long-term target Enhance content accessibility by providing subtitles for 65% and audio description, sign language, and spoken text for 10% of content subject to national accessibility requirements across all markets by the end of 2026 2025 target Implement AI solution to ensure that 60% of live pro- gramming, subject to national accessibility requirements, includes subtitles by the end of 2025 Not achieved. 8% of live programming subject to national accessibility requirements included subtitles Annual & Sustainability Report 2025 56 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 57 ===== Ensuring the well-being of our 1,350-plus employ- ees across seven countries, and guaranteeing equal opportunities for all, remains a fundamental priority for Viaplay Group The Group continuously monitors the well-being of employees and recognises potential positive and negative impacts concerning well-being, equal gender representation, equal pay for equal work, and a fair, open, and safe work environment To reduce health and safety risks, promote employee well-being and equal treatment and opportunities for all, Viaplay Group has introduced group-wide standards and a systematic approach to the management of these topics through its People Policy, Work Environment Policy, and Equal Opportunities Directive Viaplay Group’s workforce consists of employees and to a lesser extent, non-employee workers who are employed through different contract types either inde- pendently or through third-party companies Negative material impacts the Group has identified are not wide- spread or systemic in the context of locations where the Group operates No Viaplay Group operations are at significant risk of forced labour, compulsory labour, child labour, or trafficking in human beings The Group has identified both positive and negative impacts on its work- force in relation to working conditions and the working environment across its operations at its offices S1-1 Policies related to own workforce (S1-1 §19, AR12) Viaplay Group is committed to promoting and protecting human rights in its operations and across its supply chain SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model This commitment is integral to fostering a fair, ethical, and inclusive work environment for all employees and is embedded in business practices and culture Viaplay Group aligns its approach with internationally recognised standards, including the OECD Guidelines for Multination- al Enterprises, UN Global Compact principles, UN Guiding Principles on Business and Human Rights, and ILO core conventions These standards guide the Group’s efforts to ensure dignity, fairness, and respect for all employees Pol- icies are updated annually to ensure the Group processes and practices are in compliance with these standards Policy commitments are outlined in the Human Rights Policy, Employee Code of Conduct, People and Culture policies, and reaffirmed in the Group’s annual Modern Slavery Act Statements All Group policies are publicly available on its website, and directives are available to the workforce through the company intranet When developing or updating workforce-related policies, the Group actively considers the interests of employees and workers by drawing on insights from employee feedback, union dialogue and established engagement channels These inputs directly inform policy design to ensure alignment with workforce needs and priorities The general objectives of key policies relevant to Viaplay Group’s workforce and its work concerning material impacts, risks, and opportunities are outlined below The policies apply to all employees of subsidiar- ies and entities under Viaplay Group’s control, as well as contractors Additional general information about the policies including processes in place for monitoring effectiveness of their implementation is found in the policy overview table on page 58 Human Rights (S1-1 §20a, §20b, §22) The Human Rights Policy reflects Viaplay Group’s values and commitment to respecting human rights and labour rights including those related to freedom of association and collective bargaining in line with ILO conventions Social disclosures ESRS S1 Own workforce Time horizon Business model & value chain Working conditions IRO type Short Mid Long Buying & creating content Packaging & marketing Content distribution Consumer experience Potential well-being related impacts on own workforce Actual - - - Secure employment, adequate wages, social protection, career development and an inclusive work environment Actual + + + Equal treatment and opportunities for all Advancing diversity, equality, and inclusion in the workforce and through content Actual + + + + Being an attractive employer offering safe and secure jobs and a diverse, inclusive, and equitable work environment Opportunity $ $ $ Other work-related rights Potential financial losses from fines related to data privacy incidents Risk $ $ - Negative impact + Positive impact $ Risk $ Opportunity Transition risk Physical risk Annual & Sustainability Report 2025 57 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 58 ===== Additionally, the policy explicitly prohibits trafficking, forced labour, compulsory labour, and child labour Equal opportunities and non-discrimination (S1-1 §23a, §24a, §24b, §24c) Viaplay Group provides equal opportunities for all employees regardless of race, ethnicity, gender, sexual orientation, religion, disability, age, or other protected characteristics The Employee Code of Conduct, Diversity and Equality Directive, and Group People Policy explic- itly prohibit discrimination and harassment and promote equal remuneration, development, and promotion oppor- tunities These commitments are implemented through diversity and inclusion programs, training, and recruitment procedures designed to ensure fairness and transparency Fair wages and benefits (S1-1 §24c) Additionally, the Group ensures competitive wages and comprehensive benefits that meet industry standards, as well as regular reviews to maintain fairness and mar- ket alignment through the Equality & Diversity Directive, Compensation Directive, and People Policy Safe and healthy work environment (S1 1 §22a) Employee safety and well-being are prioritised through the Work Environment Policy, which mandates health and safety audits, risk assessments, and provision of protective equipment and training Governance and responsibilities (S1 1 §AR14, §AR17b, §AR17c) The Board of Directors holds overall responsibility for the Human Rights Policy The Head of Sustainability maintains and enforces the policy, while the SVP People Policy overview: S1 Own workforce (S1-1 §19, §20a–c, §21, §22a, §23a, §24a–c, §AR12, §AR14, §AR17b–i) Policy Scope Accountable for implementation Review frequency / Approval or last review Standards referenced Implementation Effectiveness monitoring Human Rights Policy All employees, subsidiaries, contractors, workers Head of Sustainability Annual / 30 September 2025 UN Guiding Principles on Business and Human Rights, OECD Guide- lines, UN Global Compact, ILO Core Conventions Embedded in business practices, pub- lished internally and externally, enforced through Group Executive Team Annual policy review, whistleblowing reports, incident tracking through due diligence processes People Policy All employees and workers SVP People & Culture Annual / 13 January 2025 Swedish national law, Equality & Diversity Directive, Non-discrimina- tion & Anti-harassment Directive Diversity, anti-discrimination trainings; recruitment guidelines; parental leave support Gender pay-gap analysis, recruit- ment diversity metrics; parental leave tracking Equality & Diversity Directive All employees and workers SVP People & Culture Annual / 13 January 2025 UN Global Compact, OECD Guide- lines, ILO, Swedish Equality Act Inclusion awareness initiatives; mentorship programs; menopause directive; menstru- al care provision (Red Locker) EES results; training participation rates; diversity KPIs; annual social reporting metrics Work Environment Policy All employees and workers SVP People & Culture Annual / 13 January 2025 ILO Occupational Health & Safety Standards, Swedish Work Environ- ment Act Health & safety audits; risk assessments; protective equipment; wellness programs Incident reports; lost-time injury and work-related ill-health met- rics; employee well-being survey Employee Code of Conduct All employees and workers Head of Compliance Annual / 13 January 2025 UN Global Compact, OECD Guide- lines, GDPR, ILO Mandatory training; onboarding compli- ance; whistleblowing channel % training completion; whistleblowing cases; disciplinary actions Modern Slavery Act Statement All employees, Suppliers Head of Compliance & Head of Sustainability Annual / 30 September 2025 UK Modern Slavery Act, UN Guiding Principles, OECD Guidelines Supplier due diligence; contractual clauses prohibiting forced and child labour Supplier audit results; whistleblowing reports & Culture oversees People and Culture policies and directives Members of the Executive Team ensure com- munication and implementation of all Group policies within their areas S1-2 Processes for engaging with own workers and workers’ representatives about impacts (S1-2 §25) Viaplay Group recognises the vital importance of engaging with employees and their representatives to foster a culture of transparency, mutual respect, and collaboration The commitment to ensuring that the perspectives of the Group’s workforce are heard and considered is central to its long-term success Viaplay Group believes that this engagement not only drives operational improvements but also strengthens its abili- ty to adapt to changing market conditions and enhance employee satisfaction Employee engagement and feedback processes (S1-2 §26, §AR18) The Group continuously monitors the well-being of its employees and recognises potential positive and negative impacts concerning well-being, stress, and health and safety Viaplay Group uses an employee survey tool to identify trends, patterns and areas that need attention within teams and the organisation The tool generates real-time insights through continuously collecting employee feedback and views on two-week Social disclosures Annual & Sustainability Report 2025 58 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 59 ===== intervals, enabling us to be more agile and make timely, data-driven decisions as an organisation Topics sur- veyed include: leadership, job satisfaction, meaningful- ness, autonomy, work situations, participation, personal development, team spirit, and commitment, psycho- logical safety, and equality, diversity, and inclusion The tool also provides anonymous 2-way communication with open comments and anonymous chat functionality between respondent and managers Health and safety engagement (S1 2 §27, §AR19) Health and safety risks are identified through various work streams including the participation of local safety representatives in safety rounds which contribute to work environment development All employees and workers at Viaplay Group are always encouraged to react to unsafe or unhealthy work situations Health and safety con- cerns and incidents can be reported locally or through an internal incident reporting system available to all employees via the Group’s intranet Viaplay Group’s pol- icies prohibit any form of repercussions against employ- ees who use the incident reporting system A reported issue or a work-place incident will be handled through a risk assessment process, either in a formal or informal manner, depending on the nature of the situation Work Environment Committees (S1-2 §AR20) Additionally, Work Environment Committees that include employee representatives exist in all countries of operation and represent all Viaplay Group employ- ees The committees work to ensure a safe working environment and address any concerns related to workplace safety They are responsible for informing and educating employees on the importance of a good working environment, and for reviewing and following up on incidents and accidents, as well as for making suggestions on changes to processes The frequency of the committee meetings varies from country to country Understanding perspectives of potentially vulnerable or marginalised groups (S1-2 §28, AR19) The Group additionally takes steps to understand the perspectives of employees who may be more vulnerable to impacts or at risk of marginalisation The employee survey tool includes pulse questions on psychological safety, inclusion, equal treatment, and well-being, allow- ing teams to identify early signs of unequal experiences across demographic groups Anonymous comments and chat functions enable individuals who may feel less comfortable speaking up in group settings to raise concerns safely Governance and operational responsibility (S1 2 §AR21) The operational responsibility for ensuring these engagement processes are effective lies with the Peo- ple & Culture function, which works closely with leader- ship teams across departments to integrate employee feedback into strategic planning and decision-making processes Feedback gathered through engagement channels is recorded in respective tools and report- ing processes, where it is aggregated and analysed by People & Culture and relevant leadership teams Recurring themes and priority issues—are incorporated into team-level action plans, workplace adjustments, and policy or process updates Employees are informed about resulting actions through meetings, intranet updates, and manager follow-ups, ensuring that the workforce can see how their input has shaped decisions and improvements By engaging with its workforce in a meaningful way, Viaplay Group ensures that the voices of its employees help shape the direction of the company, enabling it to create a positive, inclusive, and high-performance work environment S1-3 Processes to remediate negative impacts and channels for own workers to raise concerns Reporting procedures (S1-3 §28, §AR24) Viaplay Group maintains a range of reporting proce- dures and channels through which employees can raise concerns related to accidents, security issues, policy violations, and discriminatory behaviour These mecha- nisms also encourage staff to report unsafe or unhealthy working conditions The procedures include the whis- tleblower channel, which is operated by a third-party, ensuring confidentiality and 24 hours a day availability The reporting is set up with clear guidance on where to report an issue and how to report the issue The set- up is aimed to ensure reporting employees that their reporting will be handled with integrity, confidentiality, and in-line with any legal requirements Viaplay Group does not accept any negative impacts for reporters that have submitted a report about an issue in good faith All issues reported through the company’s issue-tracking system are reviewed by the designated topic owner and then assigned to the appropriate resources for reso- lution All issues reported through the whistleblower channel are reviewed by a whistleblowing officer See disclosure G1-1 on page 75 for more information on poli- cies in place to protect reporters against retaliation Employees can also report issues anonymously via the Employee Engagement Survey (EES) tool, the biweekly employee survey, or directly to a People & Culture repre- sentative Additionally, work environment committees and employee representatives help communicate collective concerns and suggestions Issues could also be raised in the termination survey that is sent out to all leavers or exit interviews Processing and accountabilities (S1-3 §29, §AR25) All reported complaints, regardless of the channel, undergo a risk assessment by the designated review function and may be handled formally or informally depending on the circumstances Serious or complex cases prompt a formal investigation, conducted confi- dentially to ensure all parties can share their perspec- tives Appropriate actions, such as mediation, disciplinary measures, or policy updates, are taken based on the findings Regardless of the outcome of a reported issue, through all of the Group’s channels, the outcome is com- municated to the involved employees while maintaining confidentiality Effectiveness (S1-3 §30, §AR26, §AR27) Uptake of the channels is tracked through the number of reports submitted across the Group intranet, the EES tool, direct communication with People & Culture representatives, and feedback collected via termination forms During the reporting period, a total of 66 cases were submitted, with 956 % of these being anonymous The distribution of reports across channels shows 63 cases from the EES tool, 3 instances of direct communi- cation to People & Culture, and no cases were reported Social disclosures Annual & Sustainability Report 2025 59 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 60 ===== through the Group intranet, indicating a preference towards utilisation of surveying mechanisms Resolution times are also monitored to ensure timely and appropriate responses On average, reported issues are resolved within 66 days Depending on the nature and severity of the issue, resolutions may include medi- ation, disciplinary action, or updates to internal policies Insights derived from monitoring of channel usage, and case resolution are used to refine Viaplay Group’s approach to grievance handling and remediation Regu- lar reviews of reporting procedures, updates to training materials, and collaboration with employee represen- tatives ensure that the channels remain legitimate, accessible, and trusted by the workforce While employee trust in and awareness of these channels is not directly assessed by the Group, employ- ee awareness is reinforced through clear communica- tion on the availability of reporting channels and the inclusion of information on reporting channels in man- datory trainings on the employee code of conduct The Group is committed to fostering a safe environment in which employees can raise concerns confidently S1-4 Taking action on material impacts on own workforce, and approaches to mitigating material risks and pursuing material opportunities related to own workforce, and effectiveness of those actions Viaplay Group works to identify risks or issues that could impact employees, related to working conditions, discrim- ination, harassment, wage-related issues, or other forms of mistreatment or harm and to mitigate them and reme- diate any negative impacts that may occur in an appropri- ate manner The primary approach to mitigating material risks and pursuing opportunities related the well-being of workforce is through continuous stakeholder engage- ment via regular employee surveys and the monitoring of results Continuous monitoring allows for early interven- tion on any emerging issues, as well as the tracking and assessment of the effectiveness of any intervention In quarterly reporting to management on progress towards sustainability targets, stakeholder responsible for imple- mentation provide explanations of and plans to address any cases of insufficient progress on targets related to material impacts on the workforce Additionally, the Group’s Data Privacy team works to ensure the security of all employee data in addition to the data of its customers, in order to safeguard their right to privacy For information on Data privacy impacts on customers, see S4 disclosures starting on page 69 Key actions taken to prevent or mitigate material negative impacts and risks, as well as advance oppor- tunities related to the well-being of the workforce and promoting equal opportunities for all over the course of the reporting period across all markets included: • Holding values workshops with all employees and leaders after resetting corporate culture with new values to instill a performance driven culture – Outcome: 9% YoY increase in employee alignment with values based on EES results • Conducting an office based working engagement drive across all offices with activities to foster a sense of community, enhance cross function collaboration, and boost productivity – Outcome: 5% YoY increase in overall employee engagement scores based on EES results • Conducting an annual gender pay gap analysis in each market and acting on the findings, to ensure equal pay for equal work regardless of gender – Outcome: One case was identified in 2024, lead- ing pay to be increased in 2025 by 77% to close the identified gap • Voluntary Manager Forum workshops were held across markets under the leadership of the People & Culture team These sessions invited all people man- agers to engage in structured development activities aligned with the Manager Forum roadmap for 2025 Topics covered included interview and unconscious bias training, leadership principles, effective com- munication, leading in difficult and uncertain times, supporting employees in crisis, creating psychologi- cal safety, managing change and transformation, and company values Managers are also invited to con- tribute with suggestions for future discussion topics – Outcome: In general, 40% of all managers attend- ed these voluntarily trainings Viaplay Group tracks the effectiveness of these actions through a combination of internal KPIs, and employee survey results For example: • Well-being and safety indicators • Equal opportunity metrics • Retention and turnover trends These metrics are reviewed regularly by relevant internal functions, including People & Culture and the Sustainability team, to ensure continuous improvement and alignment with Viaplay Group’s strategic goals Key actions planned for 2026 include ensuring a successful onboarding of Allente employees Expected outcomes, include employee well-being index scores and employ- ee retention rates that continue to drive progress towards related company targets Key actions aimed at mitigating material risks related to data privacy incidents involving the workforce during the course of the reporting period across all markets included: • Initiating work on a simplified process for employ- ees to exercise their data subject rights with rollout planned for 2026 – Outcome: The expected outcomes include faster and more predictable case handling, reduced cycle times, and fewer missed statutory deadlines, • During 2025, the Group enhanced transparency around CCTV usage at its premises by updating pri- vacy notices and adding QR codes for easy access – Outcome: Improved awareness of the purpose, lawful basis, retention periods, access rules, and associated rights related to CCTV usage Effectiveness of the key action related to process for employees exercising their data subject rights will be measured through the percentage of relevant cases closed within required timelines Effectiveness of key action related to CCTV usage transparency will be tracked through the number of complaints received related to CCTV usage going forward Annual findings from data-privacy risk analyses, along with the corre- sponding mitigation actions are inputed into Group risk management processes Social disclosures Annual & Sustainability Report 2025 60 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 61 ===== S1-6 Characteristics of the company’s employees Number of employees (head count) Gender Male 817 Female 540 Total 1,357 Country Sweden 688 Norway 291 Denmark 227 Netherlands 40 United Kingdom 40 Finland 40 Spain 31 Total 1,357 Contract type Female Male Total Number of employees 540 817 1,357 Number of permanent employees 525 765 1,290 Number of temporary employees 15 52 67 Number of non-guaranteed hours employees 27 77 104 Number of full-time employees 518 759 1 277 Number of part-time employees 6 7 13 Employee Turnover 2025 2024 Employee Turnover Rate [%] 14 23 Accounting principles Headcount for full-time employees and part-time employees is based on permanent employees All gender data is specified by employees, who also have Other and non-disclosure as an option Non-guaran- teed-hours employees are reported separately due to the absence of guaranteed weekly working hours and to avoid inflating total employee numbers The most rep- resentative figure related to the employment numbers above found in the financial reporting, is reported in Full-time Equivalent as opposed to Headcount and can be found in Note 29 Average number of employees in Notes to the consolidated financial statements on page 119 The turnover rate calculated based on how many employees left during the year (either voluntarily, due to dismissal, retirement or death in service) divided by the number employees the company had by year end Employees who left the company after the set end-date of their temporary employment are not included in the turnover figures Social disclosures S1-5 Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities The Group uses an Employee Engagement Survey (EES) to measure team and the organisation-wide engage- ment, well-being, and development in real-time via bi-weekly pulse surveys The system uses employee responses to an index of questions relating to their work situation including stress-levels, if the employees feel that they have the right conditions to do a good job, as well as questions about bullying, harassment, and discrimination to determine a well-being index score The Group set an ambitious annual target for well-be- ing index score of 76 for the reporting period, but it remained unchanged from previous reporting period at 74 at the end of the year To adjust to the scoring sensitivity of the new EES system implemented in 2024, the Group has revised its long-term target which is also its target for the next reporting period to a well-being index score of 75 To support the Group’s ambition to ensure equal opportunities and respect for all, targets relating to gender balance in our total workforce are set by man- agement The Group made progress in relation to its long-term ambition of achieving equal gender balance in its total workforce, ending the reporting period with a gender balance across our total workforce of 40% wom- en and 60% men Although targets are not set directly by employees or workers’ representatives, insights from the Employee Engagement Survey and workforce gender-representation data are used as key inputs in determining and adjusting the Group’s well-being and gender-balance targets Target to manage risk of potential financial losses from fines related to data privacy incidents is found under S4-4, as the Group implements a umbrella approach to the management of data privacy risks Employee well-being Equal opportunities for all Long-term target / Ambition Employee well-being index score of 75 in Employee Engagement Survey by end of 2026 (baseline: 74, 2024) Reach and maintain 50F/50M% gender balance in total workforce (baseline: 41%F/59%M, 2023) 2025 Annual targets Employee well-being index score of 76 in Employee Engagement Survey by end of 2025 Increase female talents to reach 40F/60M% gender balance in total workforce by end of 2025 Performance Not achieved. Well-being index score of 74 achieved Achieved. 40%F/60%M, 2025 2026 Target Employee well-being index score of 75 in Employee Engagement Survey by end of 2026 Increase female talents to reach 41F/59M% gender balance in total workforce by end of 2024 Achieved Partially achieved Not achieved Annual & Sustainability Report 2025 61 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 62 ===== S1-9 Diversity metrics Distribution of top management by gender 2025 2024 Number of women in top management 20 18 Number of men in top management 50 41 Percentage of women in top management [%] 29 31 Percentage of men in top management [%] 71 69 Distribution of employees by age 2025 2024 Number of employees under 30 years old 138 148 Number of employees 30–50 years old 958 776 Number of employees over 50 years old 261 202 Percentage of employees under 30 years old [%] 10 13 Percentage of employees 30–50 years old [%] 71 69 Percentage of employees over 50 years old [%] 19 18 Accounting principles Top Management includes employees with the titles of CEO, Executive Vice President (EVP), Senior Vice Presi- dent (SVP), and Vice President (VP) S1-10 Adequate wages Viaplay Group is committed to ensuring that its employ- ees receive fair and adequate wages that reflect their contributions and meet both legal and ethical stan- dards The Group believes that adequate compensa- tion is crucial for employee satisfaction, retention, and well-being The methodologies and key assumptions underpinning our approach to determining adequate wages are outlined below Viaplay Group ensures that employees are paid appropriately by benchmarking internal compensation data against relevant market standards for adequate wages Based on this analysis, the Group has confirmed that all employees receive at least the adequate wage Wages paid during the entire reporting period and for employees who left the company during the year were included in this assessment The salary data includes base salary, commission and short-term incen- tives, ie all annual cash-based remuneration Market Comparison Besides the analysis run for this annual report the Group regularly benchmarks employee compensation against industry standards and local labour market con- ditions This involves analysing compensation surveys, third-party data sources, and reports from labour and employment agencies to ensure that its wages are com- petitive within its industry and geographic regions Internal Equity Analysis Viaplay Group ensures that wages are internally equi- table by analysing compensation structures across Social disclosures S1-7 Characteristics of non-employee workers in the company’s own workforce The most common type of non-employee workers at Viaplay Group are contractors Due to the project and seasonal based nature of production work, they are most often used within the Sports and Radio organi- sation, where they work with productions and media broadcasting Working time of non-employee workers varies depending on the type of work 301 out of 403 non-employee workers are seasonal and only work for a few weeks a year 2025 2024 Number of non-employees in the company’s own workforce 403 358 Accounting principles Total number of non-employees is reported in head count In 2024, the People & Culture organisation implemented a new process to collect and register all non-employee workers in a centralised HR system Reporting on the gender of the non-employee work- ers is not possible as personal information on external workers is not something that is collected All numbers are reported at the end of the reporting period S1-8 Collective bargaining coverage and social dialogue At present, 272 employees or 20% of Viaplay Group’s employees are covered by collective bargaining agreements For employees not covered by these agreements, Viaplay Group determines their working conditions and terms of employment by mirroring the benefits of collective agreements while often offering additional advantages that go beyond what is generally established through collective negotiations All Viaplay Group employees working in Spain are covered by collective agreements due to the legal framework for collective bargaining in the country Coverage Rate, % Collective Bargaining Coverage – Employees in EEA1 Social Dialogue / Workplace representation 0–19 Sweden, Denmark 20–39 40–59 Norway 60–79 80–100 Spain Sweden, Denmark, Norway 1) For countries with >50 employees representing >10% total employees and countries where legal frameworks require 100% coverage Accounting principles All figures are based upon total employee headcount as defined in S1-6 on page 61 Annual & Sustainability Report 2025 62 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 63 ===== S1-14 Health and safety indicators Viaplay Group does not operate a formalised health and safety management system Accidents, injuries, and cases-of work related ill-health, as well as resulting lost-time metrics—are monitored as part of the imple- mentation of the Group’s Work Environment Policy These indicators are regularly reviewed to identify risks, guide preventive actions and support continuous improvement in the work environment Employees in the company’s own workforce 2025 2024 Fatalities as a result of work-related injuries 0 0 Fatalities as a result of work-related ill health 0 0 Recordable work-related accidents 4 5 Rate of recordable work-related accidents 261 378 Cases of recordable work-related ill health 10 na Days lost to work-related injuries and fatalities from work-related accidents and work-related ill health and fatalities from ill health 524 44 Accounting principles The rate of recordable work-related accidents is cal- culated using the number of recordable incidents and an approximation of the total number of hours worked based on the extrapolated average annual working hours for all markets multiplied by headcount In 2025, dedicated tracking and reporting of cases of record- able work-related ill health commenced, in line with the commitment stated in the previous reporting period Regular performance reviews 2025 2024 Total participation in performance reviews [%] 94 92 Percentage of women who participated in performance reviews [%] 94 97 Percentage of men who participated in performance reviews [%] 94 89 Average training hours 2025 2024 Average training hours per female employee 15 43 Average training hours per male employee 10 33 Average number of training hours per employee 12 37 Accounting principles Average training hours per employee is calculated using the total number of hours of training conducted by employees in each category and the total number of employees in the category as defined by employee head count figures in S1-6 disclosure found on page 61 Total training hours data is sourced from the Group e-learning platform and estimates for hours based on entity level expenditure on external trainings during the reporting period Social disclosures roles, departments, and levels within the company This approach ensures that employees are paid fairly for their skills, experience, and responsibilities, while main- taining a balanced pay structure In all markets the Group is present in it has estab- lished that all employees are paid adequate wages in-line with applicable benchmarks including 60% of the country’s median wage and 50% of the gross aver- age wage The Group’s adequate wage-related data has been validated externally by independent third parties S1-11 Social protection All employees are covered by social protection against loss of income due to major life events including sickness, unemployment, parental leave, retirement, employment injury and employment acquired disability either through public programs or through benefits offered by the company S1-12 Persons with disabilities Due to legal restrictions under the EU General Data Protection Regulation (GDPR) covering all EU member states and EEA countries, as well as similar principles of personal data protection through national legislation in the countries we operate in outside the EU and EEA, we are unable to report on the number of persons with disabilities within our organisation S1-13 Training and Skills Development metrics Viaplay Group manages performance and learning through its structured performance and development process, known as the Development Dialogue This process forms a central component of the Group’s talent-development approach, enabling the establish- ment of clear performance expectations, the iden- tification of development needs, and the provision of targeted support to employees in achieving their professional growth objectives Through the Develop- ment Dialogue, managers and employees jointly define short- and long-term career development goals, which are followed up on a regular basis as part of ongoing performance management The Group conducts an additionally performance review process independent of employee input to identify key talents and areas for workforce development To support specific areas or teams, learning initia- tives like team development trainings and “Hack Days” are conducted The latter see cross-functional teams collaborating on projects of their choice to discover technology-driven solutions for various aspects of the business These initiatives promote innovation and cre- ativity, inspiring employees to think outside the box and implement new ideas that can drive business success Annual & Sustainability Report 2025 63 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 64 ===== S1-17 Incidents, complaints and severe human rights impacts During the reporting period, three complaints of discrimination or harassment were reported and acted upon, only one was found to be substantiated All three complaints were reported directly to members of the People & Culture function No reports were submitted through the third-party whistleblowing channel or the speak-up line No fines, penalties, or compensation payments related to discrimination or harassment were issued during the reporting period No severe incidents were identified Work-related grievances, incidents and complaints 2025 2024 Total number of incidents of discrimination, including harassment 1 4 Number of complaints filed through channels for own workers to raise concerns (including grievance mechanisms) 3 3 Total amount of fines, penalties, and compensation for damages as a result of incidents and complaints [EUR] 0 0 Total number of severe human rights incidents connected to the company’s workforce 0 0 Remuneration metrics for Viaplay Group 2025 2024 Aggregated gender pay gap [%] 27 n/a Aggregated gender pay gap with Group Executive Team excluded [%] 16 14 Annual total remuneration ratio 59:1 65:1 Accounting principles The aggregated gender pay gap is the percentage difference between the gross hourly earnings of female and male employees Average gross hourly earnings are calculated using annual working hours The average gross hourly earnings by gender were calculated using total annual compensation divided by 2,080 annual working hours, the standard metric used in Sweden where the majority of the workforce is based The fol- lowing ESRS-aligned formula was used: (Average pay level, male) - (Average pay level, female) x100 (Average pay level, male) Annual total remuneration ratio is the ratio between the annual total remuneration of the highest paid individual and the median annual total remuneration of all employees, less the highest paid individual The following ESRS-aligned formula was used: Annual total remuneration for the undertaking’s highest paid individual Median employee annual total remuneration, excluding the highest paid individual Social disclosures S1-16 Remuneration metrics Viaplay Group monitors and reports on gender pay equity and total remuneration ratios as part of its com- mitment to fair and transparent compensation prac- tices The gender pay gap and the total remuneration ratio (defined as the annual total remuneration of the highest-paid individual compared to the median annual total remuneration of the workforce) are calculated using the same methodology applied to our adequate wage assessments These metrics are influenced by factors such as role distribution, market-specific salary benchmarks, and individual circumstances, which vary across countries and functions To ensure meaningful interpretation, it is important to consider the structural composition of our work- force Shifts in gender representation across roles and geographies may affect year-on-year comparisons For example, terminating our male-dominated Polish business led to a wider gender pay gap, without actually impacting Group gender pay performance The data presented reflects the situation as of 31 December 2025, and is assumed to be representative of the reporting period For detailed figures, including the gender pay gap and total remuneration ratio, see the table in the next column S1-15 Work-life balance indicators Viaplay Group advocates for all employees, regardless of gender, to take parental leave The Group respects all relevant national legislation relating to family-relat- ed leave and measure parental leave metrics to ensure effective follow-up and support systems are in place 2025 2024 Percentage of employees entitled to take family-related leave [%] 100 100 Percentage of entitled employees that took family-related leave [%] 9 7 Percentage of entitled women that took family-related leave [%] 9 7 Percentage of entitled men that took family-related leave [%] 8 8 Accounting principles All types of absence are mandatory to report in our markets Data on parental leave is collected through local time-tracking systems Annual & Sustainability Report 2025 64 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 65 ===== At Viaplay Group, safeguarding human rights, health and safety, gender equality and labour rights for work- ers in its value chain is a priority The Group supports responsible content production by following up on the implementation of the Third-Party Code of Conduct and conducting robust human-rights due diligence across the value chain, helping to promote decent working conditions, equal treatment, and respect for workers’ rights In addition, gender balance in the cre- ative value chain is advanced through production-re- lated procurement practices that encourage more equitable representation These efforts—together with the commissioning of productions more broadly—con- tribute to job creation and strengthen engagement on standards for decent work and human and workers’ rights across the value chain Through direct engagement with workers in the value chain, monitoring the findings of its due diligence processes as well as conducting human rights impact assessments of its value chain, the Group has deter- mined that impacts are relevant to workers working in its upstream value chain in the context of film and TV productions Through these processes the Group is able to mitigate potential negative impacts as well as associated reputational risks through modifying its pro- curement strategy as well as the requirements it puts on production suppliers All material negative impacts are considered systemic in the context of the Film and TV production industry The Group will conduct human rights and environmental due diligence on Allente Group’s supply chain in 2026 in order to better under- stand potential impacts that may occur in relation to workers in that value chain SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model Social disclosures ESRS S2 Workers in the value chain Time horizon Business model & value chain Working conditions IRO type Short Mid Long Buying & creating content Packaging & marketing Content distribution Consumer experience Potential health and safety risks, and impacts on labour rights for workers in the value chain Actual - Job creation and engagement on standards for decent work, human and workers' rights across the value chain through due-diligence efforts Actual + Potential financial losses associated with reputational impacts from human rights related incidents in the value chain Risk $ $ Equal treatment and opportunities for all Potential incidents relating to discrimination and harassment and other impacts on human rights in the value chain Actual - Potential financial losses associated with reputational impacts from discrimination and harassment related incidents in the value chain Risk $ $ Other work-related rights Potential incidents related to privacy and impacts on other work-related rights in the value chain Actual - Potential financial losses associated with reputational impacts from other-work related rights incidents in the value chain Risk $ $ - Negative impact + Positive impact $ Risk $ Opportunity Annual & Sustainability Report 2025 65 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 66 ===== Policy overview: S2 Workers in the value chain (S2-1 §19, §20a–c, §21, §22a, §23a, §24a–c, §AR12, §AR14, §AR17b–i) Policy Scope Accountable for implementation Review frequency / approval or last review Standards referenced Implementation Effectiveness monitoring Third Party Code of Conduct All suppliers, contractors, production partners Head of Compliance Annual / 30 September 2025 OECD Guidelines, UN Guiding Principles on Business and Human Rights, EU legislation on forced and child labour Supplier onboarding requirements, con- tractual clauses, whistleblowing channel Supplier audit findings, incident reports, corrective action plans and remediation actions Human Rights Policy All suppliers and entities under decisive control Head of Sustainability Annual / 30 September 2025 UN Guiding Principles, OECD Guidelines, UN Global Compact, ILO Core Conventions Embedded in procurement processes, published externally, enforced through sustainability audits Supplier audit findings, grievance mechanism reports, whistleblowing cases Sustainability Policy All suppliers, production partners, subcontractors Head of Sustainability Annual / 30 September 2025 UNGC; OECD Guidelines, Direc- tive (EU) 2024/1760, ILO Integration into supplier due diligence, sustainability criteria in production con- tracts Tracking of supplier compliance with sustainability criteria Work Environment Policy Production partners and subcontractors SVP People & Culture Annual / 13 January 2025 ILO Occupational Health & Safety Standards, Swedish Work Environment Act Health & safety requirements in supplier agreements, risk assessments for produc- tion sites Supplier audit findings, grievance mechanism reports, whistleblowing cases, corrective action follow-up Modern Slavery Act Statement All employees, suppliers Head of Compliance & Head of Sustainability Annual / 30 September 2025 UK Modern Slavery Act, UN Guiding Principles, OECD Guidelines Supplier due diligence, contractual clauses prohibiting forced and child labour Supplier audit results, remediation actions, whistleblowing reports Social disclosures The operational responsibility for ensuring that these policies are effective in relation to workers in the value chain lies with the Head of Sustainability, who works closely with the Content, Sports and Compliance functions to implement any necessary process changes Information gathered through due-diligence processes—including on-site audits and whistleblowing channels—is recorded in respective tools and reporting processes, then aggregated and analysed by relevant leadership teams Responsibilities for implementation of the Human Rights and Work Environment Policies more broadly is described in S1-1 “Governance and responsibilities”, while consideration of stakeholder interests in setting policies is provided in SBM-2 S2-2 Processes for engaging with value chain workers about impacts (S2-2 §20,22a, 22b, c, d & e) Workers in the Group’s value chain are encouraged to raise concerns through Viaplay Group’s whistle blower channel, Compliance or Sustainability functions, at any time This commitment is emphasised in Viaplay Group’s Third Party Code of Conduct and the Head of Sustain- ability has operational responsibility for ensuring this engagement happens Viaplay Group takes proactive steps to engage with workers through its third-party pro- duction audit programme and during audits of all iden- tified high-risk productions, as well as through the wide spread communication of channels to report concern Central to this programme is the dialogue it fosters with workers in the value chain via interviews, ensuring their voices are heard and any concerns raised are document- ed and addressed effectively with relevant suppliers S2-1 Policies related to value chain workers (S2-1 §14, 16, 17b, c, 18, 19, AR10, 14, 15 ) Viaplay Group is committed to ensuring that workers in its value chain have fair and ethical workplaces and are treated with dignity and respect The Group’s Third Party Code of Conduct, Sustainability Policy, Human Rights Policy, Work Environment Policy, and Modern Slavery Act Statement define its approach to managing impacts relat- ed to workers in the value chain, mitigating potential risks, and acting on its commitments As a primary business activity, content production and workers in the associated value chain are important to Viaplay Group Group pol- icies work to safeguard human rights, health and safety, gender equality and labour rights for workers in the value chain by promoting responsible content production and acquisition Viaplay Group policy commitments related to value chain workers explicitly address trafficking of human beings, forced labour, and child labour in accordance with EU legislation These Group policies and efforts apply to all value chain workers and extended to work- ers or sub-suppliers without direct business relation- ships to the company The Group Third Party Code of Conduct is enforced through direct engagement with stakeholders including value chain workers, and it is through this aspect of the human rights due diligence process that the Group works to remedy any potential human rights impacts No cases of non-respect of UN Guiding principles, ILO conventions, or OECD Guidelines were reported in 2025 These policies are available to potentially affected stakeholders via the Group website Annual & Sustainability Report 2025 66 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 67 ===== workers in the value chain with a safe and structured pro- cess to raise concerns related to workplace issues such as harassment, discrimination, unfair treatment, safety hazards or any breaches of the supplier code of conduct It is open to all workers and sub-contractors See disclosure S1-3 on page 59, for more information on the Group’s whistleblower channel The Group additionally encourages direct communication with Viaplay Represen- tative involved in productions, and has policies in place to protect individuals from retaliation for using these chan- nels to report grievances See disclosure G1-1 on page 69 for more information about the Group Whistleblower Directive Viaplay Group does not directly assess value chain workers trust in these structures, but assesses awareness via interviews conducted as part of audits The Group works with suppliers to address any non-conformities with its standards raised through these channels and address any related impacts on value chain workers Effectiveness of remediation efforts is assessed via the number and severity of non-conformities iden- tified in results of follow-up audits, as well as on-go- ing dialogue with reoccurring suppliers and relevant sub-suppliers responsible for non-conformities S2-4 Taking action on material impacts on and approaches to mitigating material risks related to value chain workers, and effectiveness of those actions (S2-4 §30, 32a, b, c & d, 33a, b, c, 34a, 35, 36, 38 MDR-A §68a, b, c, d, e, §69a, b, c, AR43 §80f, h & i) Viaplay Group works to identify and address risks and impacts on value chain workers related to working Effectiveness of engagement processes—including channels for raising concerns and the audit pro- gramme—is assessed by monitoring the number and type of concerns raised, response times, and feedback gathered through worker interviews during audits When major non-conformities are identified in a recurring production format, a corrective action plan is issued and a follow-up audit is conducted during the next production cycle to evaluate implementation S2-3 Processes to remediate negative impacts and channels for value chain workers to raise concerns (S2-3 §27c, 25, 27a, b, 28) Whistleblower channel and Sustainable Production Principles Information on the Group whistleblower channel, as well as a QR code providing easy access to it, is shared with all workers engaged in any Viaplay Group production via a ‘Sustainable Production Principles’ memo This outlines principles for productions, which establish what an acceptable working environment should be in a pro- duction and how the Group intends people working on productions to be treated and to treat each other In each production, the contents of the memo are discussed, and Viaplay Group provides information about its whistleblower service to all production staff, both at start-up meetings and during set visits to ensure that everyone knows what to do and who to contact in the event of any issues Additionally, information and access to this whistleblower channel can be found on sets and in relevant production common areas via large-format post- ers This grievance mechanism is designed to provide Social disclosures conditions, human rights, discrimination, harassment, and other forms of harm that may occur in connection with the production of content and the activities of suppliers The primary approach to mitigating material risks related to value chain workers is through annual risk-based screenings of all planned productions and targeted third-party audits, supported by continuous engagement with suppliers, the strengthening of due diligence processes, and systematic follow-up on find- ings Continuous monitoring enables early intervention on emerging risks, assessment of supplier compliance, and evaluation of the effectiveness of actions taken across the value chain Additionally, the Group completed an extended human rights impact assessment of its value chain to strengthen Human Rights Due Diligence process outside of the production value chain Audit findings and human rights risk analysis outcomes are integrated into Group risk management processes annually Key actions taken during the reporting period included: • Risk screening of all planned productions and enhanced due diligence conducted on one higher-risk production through on-site third-party audit • Updating of supplier onboarding materials to clarify expectations and integration of new risk-based questions into screening protocols • Automation of onboarding and distribution of sustainability data trackers for productions including gender balance data tracking protocols – Outcomes: Improved supplier understanding and implementation of the Third Party Code of Conduct, including strengthened awareness of grievance chan- nels and expectations, and more improved identifica- tion of potential worker-level risks Viaplay Group evaluates the effectiveness of these actions through audit findings, supplier follow-ups, and gender-balance metrics These insights are reviewed regularly by the Sustainability team and relevant pro- duction oversight functions to ensure ongoing align- ment with Group commitments and to support continu- ous improvement Key actions planned for 2026 include: – Conducting screenings of all planned productions and audits of any identified high-risk productions – Investigating expanding audit coverage to addi- tional supplier groups if material risks are identified through impact assessment of DTH value chain – Monitor and maintain the achieved 50F/50M% gender balance in the production value chain Expected outcomes include reduced recurrence of non-conformities, improved supplier capability to man- age human rights risks, and continued progress towards a more inclusive and gender-balanced creative value chain No corrective action plans were required during the 2025 reporting year, and therefore no remediation resources were allocated Should corrective actions be needed in the future, Viaplay Group will ensure that actions include appropriate remedy for any affected value chain workers Annual & Sustainability Report 2025 67 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 68 ===== Social disclosures S2-5 Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities (S2-5 §80a, b, c, d & e, AR28a, b, c, d, AR41) In order to advance policy objectives of safeguarding human rights, health and safety, gender equality and labour rights for workers in its value chain outlined in The Group’s Third Party Code of Conduct, Sustainability Policy, Human Rights Policy and Work Environment Policy, the Group sets long and short-term targets related to working conditions and equal opportunities and treatment for all workers in the value chain Targets are developed by stakeholders from production oversight functions and Group Sustainability, and are in place to manage potential financial risks while reducing negative impacts and advancing positive ones Additionally, targets concerning working conditions also addressing impacts related to other work- related rights as defined by the ESRS, and are seen as increasing preparedness for compliance with the EU Corporate Sustainability Due Diligence directive The Group sees promotion of gender equality in the creative value chain for productions as a means of increasing equal opportunities for workers in the value chain but additionally as a lever for increasing potential positive impacts related to content which are not captured by the ESRS framework After achieving gender balance in its creative value chain for the first time in 2023 (51F/49M%), the Group considers deviations within 2% of 50F/50%M gender balance to constitute approximate gender balance and have updated wording of targets to denote this Roles included in calculations of this metric include Executive Producer, Producer, Project manager, Editor, Working conditions Equal opportunities and treatment for all Ambitions and long-term targets Ensure ethical behavior, human rights and well-being in all Viaplay Group’s commissioned content productions by strengthened processes, trainings and audit programme Reach and maintain an approximate 50F/50M% gender balance in Viaplay Group’s production creative value chain by 2026 (base year: 47F/53M%, 2021) 2025 Annual targets Conduct sustainability screening of all Viaplay productions including sports, and onsite audits of all identified high-risk productions by end of 2025 Maintain an approximate 50F/50M% gender balance in Viaplay Group’s commissioned production creative value chain by end of 2025 Performance Achieved. Conducted sustainability screenings of all planned productions and audits of identified high-risk productions Achieved. 51F/49M% gender balance in the creative value chain 2026 Annual targets Conduct sustainability screening of all Viaplay productions and audits of any identified high-risk productions; complete investigation of material risks for workers in the value chain in DTH business segment by end of 2026 Maintain an approximate 50F/50M% gender balance in the creative value chain in all Viaplay Group’s commissioned content productions by end of 2026 Achieved Partially achieved Not achieved Post-Producer, Host, and Main talents or equivalent titles Performance against gender balance target is monitored and assessed quarterly through compilation of relevant metrics and performance against working conditions target is monitored and assessed through the documentation of screening and audit processes when they occur as well as through monitoring of results, including insights from value chain workers, of audits which influence decisions on future audits Annual & Sustainability Report 2025 68 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 69 ===== Viaplay Group’s customers and end-users are primarily entertainment consumers who may experience impacts related to data privacy and protection due to the per- sonal information required for account-based streaming services, as well as individuals—particularly children— who rely on accurate content ratings, parental controls, and transparent service information to ensure appropri- ate and safe use Additionally, Viaplay Group customers and end-users may experience impacts related to social inclusion due to language barriers or disability without adequate accessibility features such as subtitling, sign language, audio description and spoken text Viaplay Group’s approach to managing material impacts and risks related to customers and end-users of its services aims to increase social inclusion through content accessibility, ensure the protection of children through content compliance, and safeguard consumers’ right to privacy through protection of personal data S4-1 Policies related to consumers and end-users Policies and approach (S4-1 §13) Viaplay Group’s approach to managing material impacts and risks related to customers and end-users of its ser- vices aims to increase social inclusion through content accessibility, ensure the protection of children through content compliance, as well as safeguard consumers’ right to privacy through protection of personal data Its approach to these topics is codified in and developed through the implementation of its Child Protection Guidelines, Access Service Pack, Data Protection Gov- ernance Directive, Children’s Data Guidelines and Data SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model Protection Policy No significant changes were made to these policies during the reporting period Social inclusion of viewers (S4-1 §14) Viaplay Group recognises that content accessibility plays a vital role in ensuring that everyone, regardless of their abilities or background, can enjoy what its plat- forms have to offer The Group recognises its ability to positively influence the social inclusion of viewers by providing accessibility on its platforms Conversely, if the Group does not excel in its efforts, it risks con- tributing to negative impacts on the social inclusion of its viewers It is therefore of high importance that the Group works proactively to make content accessible to as many people as possible The Group’s Access Ser- vices Pack specifies its responsibilities to ensure acces- sibility on its platforms in-line with relevant regulatory requirements that exist in markets in which it operates To manage its impact and promote content accessi- bility, Viaplay Group aims to implement subtitling, sign language, audio description and spoken text across all relevant devices wherever possible Accessibility is jointly managed by the Group’s Content Compliance, Programme Planning, Content and Sustainability teams Content compliance and protection of children (S4-1 §14) Viaplay Group has a responsibility in shaping the view- ing experience of children and young adults Given the increase in media literacy and exposure among children, Viaplay Group aims to provide a safe environment on its platforms and ensure that parents can effectively moderate the content their children view The Group recognises its ability to contribute to potential negative impacts on children through its streaming platform, stemming from the portrayal of graphic violence or other dangerous material that could negatively impact their well-being Conversely, Viaplay Group also strives to influence the development of children in a positive way by offering educational content on themes such as mathematics and chemistry Group Child Protection Guidelines guide it in how to protect children from sen- sitive content and safeguard their well-being Whenever Viaplay Group work involves the presence of minors, for example child actors in productions, Viaplay Group ensures that there are clear guidelines for those in charge of their welfare These commitments are empha- sised in the Child Protection Guidelines Social disclosures ESRS S4 Consumers and end-users Time horizon Business model & value chain Information-related impacts for consumers and/or end-users IRO type Short Mid Long Buying & creating content Packaging & marketing Content distribution Consumer experience Potential incidents relating to information protection and privacy Actual - Potential financial losses associated from fines related to data privacy incidents Risk $ Personal safety of consumers and/or endusers Potential incidents relating to protection of children Actual - - Social inclusion of consumers and/or endusers Potential impacts relating to social inclusion of customers and end-users Actual - - Negative impact + Positive impact $ Risk $ Opportunity Transition risk Physical risk Annual & Sustainability Report 2025 69 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 70 ===== Information-related impacts and data privacy (S4-1 §14) The Group’s Data Protection Policy ensures lawful pro- cessing of personal data of consumers and end-users to safeguard their data protection and privacy rights The policy establishes uniform data protection standards in compliance with the applicable laws, including the EU General Data Protection Regulation (GDPR) The policy applies to all personal data processed by Viaplay Group across the value chain and covers data from consumers and end-users in all operating geographies Exclusions are limited to anonymised information, ie, information that cannot be used to identify a living individual in any way During the reporting period, the policy was updated to include an explicit obligation to comply with Viaplay Group’s internal data retention guidelines, clari- fying requirements for the storage, review and deletion of personal data of consumers and end-users Viaplay Group provides consumers and end-users with clear and accessible information about how their data is used through privacy notices Users can exer- cise their data protection rights through established channels Additionally, the Group Data Protection Policy alongside all other rules of business conduct are avail- able to affected stakeholders, including customers and end-users on the corporate website During the report- ing period, a new process for handling data protection rights requests was implemented, enabling consumers and end-users to exercise their rights in a more straight- forward and automated manner Human Rights policy commitments (S4-1 §16, 16a, 16b, 16c, 17) Viaplay Group’s Human Rights Policy described in-depth S2-1 on page 66, is aligned with the UN Guiding Principles on Business and Human Rights and sets out the Group’s responsibility to avoid causing or contributing to adverse human rights impacts and to address them when they occur Human rights consid- erations are embedded across operations and business relationships through due diligence processes designed to identify, prevent, and mitigate risks The Group acknowledges that its services may affect the rights of consumers and end-users, particularly regarding privacy, freedom of expression, and non-dis- crimination The Data Protection Policy ensures that the right to privacy is safeguarded through lawful process- ing, transparency, and security measures Children are recognized as a vulnerable group requiring enhanced protection under international standards, including the UN Convention on the Rights of the Child The Chil- dren’s Data Guidelines, aligned with GDPR, establish measures such as age-appropriate privacy notices, parental consent verification, and restrictions on pro- filing or automated decision-making that could signifi- cantly affect children Mechanisms are in place to provide remedy where concerns arise, including accessible channels for inquiries and complaints, prompt investigation, and corrective action in collaboration with regulators and stakeholders Policy overview: S4 Consumers and end-users (S4-1 §15) Policy Scope Responsible for implementation Review frequency / Approval or last review Standards referenced Implementation Effectiveness monitoring Data Protection PolicyAll employees, suppliers, markets Group Data Protection Officer Annual / 30 September 2025 UNGC, OECD Guidelines Mandatory training, whistleblowing channel Training completion rate, annual data protection risk review, data protection roadmap progress Human Rights Policy All suppliers and entities under decisive control Head of Sustainability Annual / 30 September 2025 UN Guiding Principles, OECD Guidelines, UN Global Com- pact, ILO Core Conventions Embedded in procurement processes, published externally, enforced through sustainability audits Audit findings, grievance mecha- nism reports, whistleblowing cases Data Protection Governance Directive All employees, suppliers, markets Group Data Protection Officer Annual / 13 January 2025 GDPR Mandatory training, whistleblowing channel Number of incidents, annual data protection risk review, data protec- tion roadmap progress Children’s Data Guidelines All employees, suppliers, markets Group Data Protection Officer Annual / 13 January 2025 GDPR Regular engagement with relevant inter- nal stakeholders Number of incidents, annual data protection risk review, data protec- tion roadmap progress Child Protection Guidelines All productions Head of Content Compliance Annual / 24 November 2025 UNCRC Briefings, Compliance handbook Compliance checks, incidents Access Services Pack All Group operations Head of Content Compliance Annual / 8 September 2025 AVMS Briefings, Compliance handbook Reporting to regulator and compli- ance checks Social disclosures Annual & Sustainability Report 2025 70 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 71 ===== S4-2 Processes for engaging with consumers and end-users about impacts (S4-2 §18, 19, 20a,b,c,d) Viaplay Group engages with consumers and end-us- ers about actual or potential impacts on them direct- ly through its customer support channels, as well as through credible proxies such as national consumer protection bodies in relation to matters related to both content compliance as well as data protection These channels are used not only to resolve individual issues, but also to identify recurring themes and potential impacts related to content, accessibility, technical per- formance and data protection Feedback from national customer protection bodies as well as NPS scores are used by the Group to assess the effectiveness of its engagement with customers A dedicated customer service function overseen by the Head of Customer Service has operational responsibility for direct engage- ment with consumers and end-users of Viaplay Group services This team has been trained in how best to facilitate customer relations and to receive feedback related to impacts on consumers and end-users This team is also responsible for handling direct commu- nication and engagement with customer protection authorities, not related to media specific matters, as a credible proxy for consumers and end users in all markets Additionally, this team ensures that feedback from customers related to impacts is directed to rele- vant decision makers within Viaplay Group Customer engagement relating to data privacy and the handling of consumer data is facilitated through Integritetss- kyddsmyndigheten, the Data Protection Authority in Sweden, and Viaplay Group’s Privacy team, overseen by the Group Data Privacy Officer, has operational respon- sibility for handling engagement with these proxies Customer engagement relating to content compliance is overseen by the Head of Content Compliance, and is facilitated through on-going communication with Mediemyndigheten and Medieombudsmannen, the customer protection authorities in Sweden relating to Radio and TV Additionally, Viaplay Group have yearly meetings with various disability groups to ensure we are providing programmes which are of interest and to get feedback on how our accessible offerings can best be used and improved S4-3 Processes to remediate negative impacts and channels for consumers to raise concerns Approach (S4-3 §23) Viaplay Group’s approach to remediating material negative impact on consumers or end-users consists of acknowledging the issue, conducting an investigation to assess the scope and cause of the impact, and, where appropriate, engagement with affected consumers and end-users to understand their concerns and needs Actions such as product recalls, service adjustments, or financial compensation can be implemented to address the impact Insights from the issue are used to improve technical systems, content review processes, or data security processes to prevent recurrence Channels for consumers to raise concern (S4-3 §24, 25a, 25b, 25c, 25d) Viaplay Group provides multiple channels for consum- ers and end-users to raise concerns or express needs, including dedicated email support, customer support hot-line, and online help centre All channels are estab- lished by Viaplay Group and are designed to ensure timely responses and effective resolution of user con- cerns Consumers and end-users can raise concerns via platforms provided by the specific company or business unit responsible for the impact, ensuring targeted issue resolution Compliance-related issues and data protec- tion concerns are addressed at the Group level Where Viaplay Group works with distribution partners, platform providers, or other business relationships that interact directly with consumers, it expects these partners to maintain accessible channels for raising concerns and to escalate relevant issues to Viaplay Group in line with agreed procedures Viaplay Group tracks and monitors issues raised through its communication channels and ensures their effectiveness through the following processes: • Issue tracking system. All concerns are logged in a centralised system and tracked from submission to resolution • Regular monitoring. Periodic reviews for response times are conducted • Accessibility and awareness. Channels are publicised and accessible to all stakeholders • Continuous learning. Insights from issues are analysed to identify trends, improve processes, and prevent future impacts Effectiveness of Channels (S4-3 §25d, 26) Every concern raised by consumers and end-users on suspected violations of law or Viaplay Group’s Code of Conduct is handled with confidentiality and strict adherence to the applicable data protection rules When Viaplay Group has identified that it has caused or contributed to a material negative impact on consum- ers or end users, it seeks to provide or enable remedy The effectiveness of the remedy provided is assessed by reviewing whether the underlying issue has been resolved, whether similar incidents recur, feedback from affected user where available, and, where relevant, out- comes of engagement with regulators or other stake- holders Insights from these cases are fed back into risk management and product and service development to reduce the likelihood of similar impacts occurring in future Viaplay Group does not directly assess consum- ers levels of awareness or trust in channels to raise con- cern, nor does it have any policies in place to protect consumers and end-users from retaliation from using such channels S4-4 Taking action on material impacts on consumers and end-users General approach (S4-4 §28, 29, 35, 36, 37) Viaplay Group works to address material impacts on consumers and end-users through the inclusion of viewers through accessibility, content compliance and protection of children, and the mitigation of informa- tion-related impacts and data privacy The Group takes actions to address these impacts in a manner aligned with the UN Guiding Principles on Business and Human Social disclosures Annual & Sustainability Report 2025 71 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 72 ===== Rights integrated into governance and risk manage- ment processes and frameworks driven through the setting both long-term and annual sustainability targets related to each material impact Resources allocated include a dedicated privacy team, technical invest- ments, and employee training No severe human rights issues or incidents connected to the Viaplay Group’s consumers and end-users have been reported during the reporting period Unless otherwise specified, the scope of actions taken and planned for the future outlined below is all Viaplay Group customer facing markets and platforms Actions taken and approaches to mitigating risks (S4-4 §31a, 31c, 32a, 32b, 33a, 33b, 34) Viaplay Group employs the latest technologies and monitors viewer feedback to improve accessibility and advance the social inclusion of viewers Popular programmes are prioritized for accessibility uplift, and the catalogue of accessible content is continuously expanded Subtitling is provided for all newly published pre-recorded content in local languages whenever they are available All programmes with sign language broadcast on Group TV channels are also available on the Viaplay streaming platform with sign language if the Group has the streaming rights to these programmes; in addition, selected popular series are shown with sign language interpretation Audio description is offered on a variety of content in Sweden and Denmark on Group TV channels Key actions taken during the reporting period included: • The Group implemented AI-enabled subtitling of live programming across all free TV channels in Sweden - Outcome: During 2025, 7% of live programming aired on Swedish free TV channels featured AI enabled subtitles A dedicated Content Compliance team implements compliance requirements across markets in line with national regulations applicable to its programmes, sponsorships, commercials and trailers Additionally, the team drives compliance through dedicated briefings on potential issues prior to productions, and through updating and maintaining a dedicated compliance handbook and training of all relevant staff in principles essential to their work The Content Compliance team also reviews all programmes produced by the Group prior to inclusion on any of its services to ensure every- thing is thoroughly vetted To ensure the protection of children, age rating information is provided for all titles along with further information in plot summaries to help parents to make informed decisions on the content they allow their children to view In addition, parents can create dedicated child profiles on the Viaplay Streaming Service that filter out unsuitable content and ensure that children can only access age-appropriate titles, thereby protecting them from unsuitable content To avoid causing or contributing to negative impacts on consumers and end-users through its own data practices, privacy principles such as data minimisation and purpose limitation are applied when developing and operating its products and services Where ten- sions arise between the protection of privacy and other business considerations, these are addressed through internal governance and review processes that prioritise compliance with data protection laws To take action on information-related impacts and mitigate data privacy related risks, periodic internal data protection reviews are conducted, including during 2025, to evaluate the performance of risk mitigation actions and to identify where additional measures were needed Key actions based upon the findings of data protection reviews taken during the reporting period included: • Achieve a 30% decrease in response time for handling privacy rights requests from 2024 levels by implementing automated systems by the end of 2025 - Outcome: 66% decrease in response time for han- dling privacy rights requests from 2024 levels Planned future actions to contribute to the achieve- ments of policy objectives and targets related to con- sumers and end-users during 2026 include: • Making Audio description available on the Viaplay streaming service • Implementing subtitles as default in live program- ming aired on Swedish free TV channels • Strengthening data governance for key processes and continuously monitoring incidents in order to identify and remediate root-causes Evaluating effectiveness of actions and related stakeholder engagement (S4-4 §31d) • Social inclusion of viewers: Progress is tracked through annual accessibility assessments and indicators include the volume of accessible content Additionally, annual meetings with disability stakeholder groups provide feedback and identify priority programmes Subtitling of live sports was highlighted as a key need, leading to increased accessibility options for live sports on FTV channels during the reporting period • Content compliance and protection of children: Com- pliance effectiveness is monitored through internal reviews and feedback mechanisms Engagement with regulators and child protection bodies ensures align- ment with best practices • Information-related impacts and data privacy: The effectiveness of actions undertake is tracked through periodic internal reviews and indicators such as the number and type of data protection incidents and the volume and handling time of data protection rights requests Feedback channels and regulator consul- tations support continuous improvement of privacy practices Remedy processes (S4-4 §31b, 32c, 33) • Social inclusion of viewers: Corrective actions are taken where accessibility commitments are not met, includ- ing technical adjustments and prioritization of content updates • Content compliance and protection of children: If harmful content exposure occurs, corrective measures include removal of content and strengthening parental controls • Information-related impacts and data privacy: If actual material negative impacts on consumers or end users occur, Viaplay Group seeks to provide or enable rem- edy through established incident handling process- es These may include notifying affected individuals where required, correcting or deleting personal data, strengthening technical and organisational measures Social disclosures Annual & Sustainability Report 2025 72 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 73 ===== S4-5 Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities Viaplay Group sets targets for social inclusion (accessi- bility) and information-related impacts (data privacy) to advance policy objectives in the Access Services Pack, Data Protection Governance Directive, Children’s Data Guidelines and Data Protection Policy Baselines and priorities are set by cross-functional teams spanning Sustainability, Content Compliance, Programme Plan- ning, Legal and Data Protection Performance against targets is tracked via defined KPIs, and results are reviewed in cross-functional governance forums, inform- ing course corrections and continuous improvement Targets related to Social inclusion are based on national regulatory requirements, while input from affected stakeholders guide selection of content which receives accessibility uplift it does not influence volume KPI used in targets National regulatory bodies in mar- kets in which Viaplay Group operates public channels evaluate content compliance progress annually provid- ing a source of feedback for the Group Targets related to information-related impacts are based on EU GDPR/ supervisory guidance, and assessed KPIs come from incident monitoring platforms which record total of inci- dent volumes and the number of affected individuals S4-5 Entity specific metrics relating to content compliance Incidents of non-compliance concerning marketing communications, product and service information and labelling – TV , Radio & Streaming 2025 2024 Marketing communications – advertising, promotion and sponsorship Resulting in a fine or penalty 0 0 Resulting in a warning 0 0 Relating to voluntary codes 0 0 Relating to minors 5 1 Product and service information and labelling Resulting in a fine or penalty 0 0 Resulting in a warning 0 0 Relating to voluntary codes 0 0 Relating to minors 0 0 Total number of incidents 5 1 Still pending at the end of reporting period 0 0 Accounting Principles The metrics cover confirmed incidents of non-compli- ance in marketing communications and product and service information across all Swedish-licensed TV channels, Norwegian and Swedish radio stations, and the Viaplay streaming service Incidents are counted only when a regulator issues a written decision Cat- egories reflect the outcome, the basis for the ruling, and whether the case was still open at year-end Each decision is counted once, even if it covers multiple plat- forms The metrics were not validated by any external body other than the statutory assurance provider Social disclosures The Group does not set a specific target related to the personal safety of consumers and/or end users, and identified impacts related to the protection of children, as our existing policy commitments and approach already ensure robust safeguarding of children involved in productions and within our audiences, rendering a separate quantitative target unnecessary In 2025, the Group implemented an AI subtitling solu- tion The mid-year shift of live sports programming to the new Viaplay Sports channel in Sweden moved a significant share of planned subtitled content outside the scope of the social inclusion target, resulting in the Group not meeting its 60% objective To strengthen future performance, subtitling has been adopted as standard practice for all live programming subject to national accessibility requirements Targets: S4 Consumers and end-users Social inclusion Information-related impacts Long-term targets Enhance content accessibility by providing subtitles for 65% and audio description, sign language, and spoken text for 10% of content subject to national accessibility requirements across all markets by the end of 2026 Achieve a 40% reduction in data privacy incidents by the end of 2026 by enhancing customer privacy and facilitating the exercise of privacy rights (Base year: 2024, # of affected individuals) 2025 Annual targets Implement AI solution to ensure that 60% of live programming, subject to national accessibility require- ments, includes subtitles by the end of 2025 Achieve a 30% decrease in response time for handling privacy rights request from 2024 levels by implement- ing automated systems by the end of 2025 Performance Not achieved� 8% of live programming subject to national accessibility requirements included subtitles Achieved. 66% decrease in response time for han- dling privacy rights request from 2024 levels 2026 Annual targets Enhance content accessibility by providing subtitles for 65% and audio description, sign language, and spoken text for 10% of content subject to national accessibility requirements across all markets by the end of 2026 Achieve a 40% reduction in data privacy incidents by the end of 2026 by enhancing customer privacy and facilitating the exercise of privacy rights (Base year: 2024, # of affected individuals) Achieved Partially achieved Not achieved Annual & Sustainability Report 2025 73 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 74 ===== G1 Business conduct Time horizon Business model & value chain Corporate culture IRO type Short Mid Long Buying & creating content Packaging & marketing Content distribution Consumer experience Engagement on business conduct, compliance, governance and other aspects of corporate culture Actual + + + Potential financial losses from business conduct failures and associated reputational impacts Risk $ $ Management of relationship with suppliers Engagement on third party due-diligence and supplier capacity building Actual + + Exposure due to third-party compliance failures Risk $ $ - Negative impact + Positive impact $ Risk $ Opportunity Governance commitment to stakeholders Promoting responsible business conduct and ethics in our operations and value chain Governance disclosures This section outlines Viaplay Group’s disclosures in accordance with ESRS G1, demonstrating our commitment to responsible business conduct, transparent governance, and high ethical stan- dards We detail our approach to business integrity, corporate culture, and stakeholder engagement, highlighting the systems and practices that under- pin compliance, accountability, and trust across our operations These disclosures reflect our ongoing efforts to ensure that our governance structures support sustainable value creation and reinforce our commitment to acting ethically in every market in which we operate Additionally, this section contains the Appendix to the sustainability statement which includes a map- ping of disclosures in this statement to other disclo- sure frameworks such as the Task Force on Climate related Disclosures as well as data points derived from other EU legislation as required by the ESRS G1 Business conduct� � � � � � � � � � � � � � � � � � 75 Appendix� � � � � � � � � � � � � � � � � � � � � � � � � � 78 Annual & Sustainability Report 2025 74 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 75 ===== igence processes, as well as regular monitoring of Code of Conduct training completion and conflict of interest disclosures Viaplay Group’s Business Integrity Screen- ing (BIS) process thoroughly evaluates potential corrup- tion risks associated with the third parties with which it collaborates and aims to ensures that the Group steers clear of transactions that go against its commitment to ethical business practices Material impacts and risks related to Governance are disclosed in the SBM-3 sum- mary table above, in the Governance Disclosure section page on 74, and on the overview of materiality results table on page 43 Code of Conduct (G1-1 §7) Viaplay Group is committed to conducting business responsibly and with integrity, while working to ensure that its suppliers and partners do the same Viaplay Group’s Code of Conduct describes both company and employee responsibilities to customers, business part- ners, shareholders and each other It sets out Viaplay Group’s guiding principles and values, and its position on topics such as fair working conditions, asset pro- tection, anti-corruption practices, conflicts of interest, fair competition, data protection It is a practical guide to how the Group does business, and it helps the workforce navigate ethical and legal challenges they may face at work Viaplay Group’s Code of Conduct is approved by the Board of Directors, Anti-Bribery and Corruption Policy (G1-1 §7) The Group’s Anti-Bribery and Corruption Policy is a robust framework that strictly prohibits any kind of bribery and corruption within the organisation and the facilitation payments or giving of anything valuable to both foreign and domestic public officials, as outlined in the Swedish Penal Code (1962:700), the US Foreign Corrupt Practices Act and the UK Bribery Act Whistleblowing (G1-1 §10a, 10c, 10e, 11) Viaplay Group’s speak-up culture is critical to promoting and maintaining an ethical work environment and busi- ness practices Therefore, the Group strives to ensure that everyone at, or operating on behalf of it, is heard Concerns can be raised through several channels, including a dedicated web-based whistleblowing chan- nel, telephone hot-line, and direct contact with manag- ers, People & Culture, or the Group Compliance func- tion These channels are available to all employees and relevant third parties, and allow for anonymous report- ing Information about how to raise concerns, including links to the whistleblowing channel, is communicated Viaplay Group aims to foster an open, inclusive and engaging culture that inspires employees and audi- ences, and creates long-term business value Group policies support its commitment to conducting busi- ness responsibly and with integrity and extend these expectations to its suppliers and business partners As a media organisation, the Group stands by the principles of freedom of expression, editorial independence and responsible content G1-1 Business conduct policies and corporate culture Policies and approach (G1-1 §9) Viaplay Group fosters an open, inclusive and engag- ing corporate culture that supports the creation of long-term business value and reflects the principles of freedom of expression, editorial independence, and responsible content it stands by as a media company This culture is anchored in the Group’s core values and reinforced through policies including the Group’s Code of Conduct, Anti-Bribery and Corruption Policy, and Whistle Blower Directive which govern its approach to the management of business conduct matters and the investigation of potential breaches in these standards All policies are publicly available on the Group website and directives are available to internal stakeholders via the intranet Additionally, the Group promotes its corporate culture through actively embedding core values in day-to-day operations, systems, processes and leadership behaviour Potential business conduct issues are identified through our whistleblowing channel, internal audits, risk assessments and third-party due dil- SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model Governance disclosures ESRS G1 Business conduct Time horizon Business model & value chain Corporate culture IRO type Short Mid Long Buying & creating content Packaging & marketing Content distribution Consumer experience Engagement on business conduct, compliance, governance and other aspects of corporate culture Actual + + + Potential financial losses from business conduct failures and associated reputational impacts Risk $ $ Management of relationship with suppliers Engagement on third party due-diligence and supplier capacity building Actual + + + Exposure due to third-party compliance failures Risk $ $ - Negative impact + Positive impact $ Risk $ Opportunity Annual & Sustainability Report 2025 75 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 76 ===== on the Group intranet, during onboarding, in the Code of Conduct and Third Party Code of Conduct Viaplay Group’s Whistleblower Directive explicitly prohibits any form of retaliation against individuals who report concerns in good faith All reports are handled confi- dentially and in line with data protection requirements Reports of suspected breaches of the Code of Conduct, including allegations of corruption and bribery, are assessed and investigated by dedicated Whistleblower Officers in cooperation with other relevant functions, ensuring appropriate expertise, independence and objectivity Viaplay Group is committed to handling cases promptly, with findings and remedial actions documented, tracked and, where relevant, reported to Executive Management and the Board of Directors Viaplay Group is subject to applicable national laws transposing Directive (EU) 2019/1937 on the protection of persons who report breaches of Union law, and its whistleblowing framework has been designed to comply with these requirements Animal Welfare Guidelines (G1-1 §10f) Viaplay Group maintains Animal Welfare Guidelines which provide guidance on the treatment of animals in the event they are used in any Viaplay Group pro- ductions These guidelines apply to all animals used in a Viaplay production, including animals used as background or off-camera to attract the attention of another animal being filmed or for any other purpose by the Group Business conduct training (G1-1 §10g) Viaplay Group requires all employees and relevant consultants to complete a mandatory Code of Con- duct E-Learning Programme The training covers key topics such as our Code of Conduct, anti-bribery and corruption, data protection, anti-trust and competi- tion, whistleblowing, and the responsible use of AI All employees are required to complete this training every two years, while new joiners do so within their first week of employment as part of their onboarding process Based on the Group’s risk assessment, stakeholders with a heightened exposure for attempts at bribery and corruption include roles in operations and supply chain management due to their involvement in negotiating contract, managing supplier relationships, and pur- chasing goods/services Employees in these functions receive additional targeted training on the Business Integrity Screening process Policy implementation actions during the reporting period • Viaplay Group updated its mandatory Code of Conduct E-Learning Programme for all employees and relevant consultants • The processes for disclosing conflicts of interest and obtaining approvals for sponsorships and donations were updated with improved and simplified report- ing method to promote transparency and ensure alignment with our Code of Conduct • To improve ease of access to whistleblowing channels the Group incorporated QR codes into the Code of Conduct and Third-Party Code of Conduct policy documents • The Group continued to develop its performance- based culture through a series of values awareness initiatives including integration into core employment processes such as recruitment, employee-onboarding, as well as talent and performance reviews G1-2 Management of relationships with suppliers Approach (G1-2 §15a, 15b) Viaplay Group adopts a comprehensive approach to managing supplier relationships, focusing on minimising risks and promoting lawful and ethical business conduct across its supply chain The Group’s approach to suppli- ers takes into account operational disruptions, legal and compliance risks, and actual or potential impacts on human rights, labour rights and the environment linked to its supply chain Viaplay Group’s Third Party Code of Conduct is central to developing and maintaining positive business relationships with suppliers and other business partners This Code of Conduct is incorporat- ed into supplier contracts and stipulates requirements relating to human rights, labour rights, environment, anti-corruption and bribery standards, and data pro- tection practices It forms the basis for how the Group Policy overview: G1 Business conduct (G1-1 §7 ) Policy Scope Responsible for implementation Review frequency / Approval or last review Standards referenced Implementation Effectiveness monitoring Code of Conduct All employees, suppliers, markets Head of Group Compliance Annual / 30 September 2025 UNGC, OECD Guidelines Mandatory training, whistleblowing channel % training completion, # whistle blowing incidents Anti-Bribery & Corruption Policy All employees, suppliers, markets Head of Group Compliance Annual / 30 September 2025 UK Bribery Act, FCPA, Swedish Penal Code (1962:700) BIS screening, conflict of interest declarations # confirmed incidents, disciplinary actions Whistleblower Directive All employees, suppliers, markets Head of Group Compliance Annual / 15 January 2025 Directive (EU) 2019/1937 Inclusion in Code # whistle blowing incidents Governance disclosures Annual & Sustainability Report 2025 76 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 77 ===== expects suppliers to conduct their operations and underpins ongoing supplier engagement and follow-up To support this approach, Viaplay Group has imple- mented a centralised due diligence process to screen, evaluate, and classify third parties (suppliers and business partners) based on their risk profile, taking into account factors such as contract value, product/service type, and operational location Third parties that reach defined risk thresholds undergo a business integrity screening, where their compliance with relevant laws and regulations – including but not limited to sanctions, bribery, corruption, working conditions, data protection and privacy – is evaluated Viaplay Group integrates social and environmental criteria into its supplier selection process as follows: 1 Screening for compliance. Suppliers are required to comply with applicable human rights standards, labour laws, and environmental regulations, as well as the Viaplay Group Third Party Code of Conduct 2 Evaluation criteria. Social criteria include fair labour practices, workplace safety, and diversity policies Environmental criteria focus on suppliers’ commit- ment to climate change mitigation efforts 3 Due diligence and verification. Viaplay Group conducts third party audits and review of supporting documentation to verify compliance with social and environmental standards where risks or thresholds so require 4 Weighting in selection process. Social and environ- mental criteria are weighted alongside cost, quality, and delivery reliability during supplier evaluation and selection Payment Practices (G1-2 §14) Viaplay Group continuously monitors KPIs across all entities relating to payment practices to prevent late payments and penalisation including payment time and average issue ticket resolution time, which includes urgent payment orders Furthermore, Group Contract Management Instructions reinforce the responsibility of contracting employees to ensure that Viaplay Group’s obligations under any contract they are signing are met, including defined terms related to payment Governance disclosures Annual & Sustainability Report 2025 77 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 78 ===== Theme Recommend disclosures Disclosure reference Page Governance a) Describe the board’s oversight of climate-related risks and opportunities GOV-1, GOV-2, IRO-1 39, 44 b) Describe management’s role in assessing and managing climate-related risks and opportunities GOV-2� IRO-1 39, 44 Strategy a) Describe the climate-related risks and opportunities the organisation has identified over the short, medium, and long term IRO-1 44, 46 b) Describe the impact of climate-related risks and opportunities on the organisation’s businesses, strategy, and financial planning SBM-3 43 c) Describe the resilience of the organisation’s strategy, taking into consideration different climate related scenarios, including a 2 °C or lower scenario SBM-3, IRO-1 43, 46 Risk Management a) Describe the organisation’s processes for identifying and assessing climate-related risks IRO-1, E1-9 46, 51 b) Describe the organisation’s processes for managing climate-related risks E1-1, E1-2, E1-3 47, 48 c) Describe how processes for identifying, assessing, and managing climate-related risks are integrated into the organisation’s overall risk management SBM-3 43, 46 Metrics and targets a) Disclose the metrics used by the organisation to assess climate-related risks and opportunities in line with its strategy and risk management process E1-1, E1-4, E1-5 47, 49, 50 b) Disclose scope 1, scope 2, and, if appropriate, scope 3 green-house gas (GHG) emissions and the related risks E1-6 50 c) Describe the targets used by the organisation to manage climate-related risks and opportunities and performance against targets E1-4 49 Alignment with TCFD recommendations Appendix Annual & Sustainability Report 2025 78 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 79 ===== Disclosure Requirement and related datapoint SFDR reference Pillar 3 reference Benchmark Regulation reference EU Climate Law reference Material / Not material Page / Paragraph ESRS 2 GOV-1 Board’s gender diversity paragraph 21 (d) Indicator number 13 of Table #1 of Annex 1 Commission Delegated Regulation (EU) 2020/1816, Annex II Material 28 / Composition and diversity of Board of Directors ESRS GOV-1 Percentage of board members who are independent paragraph 21 (e) Material 28 / Composition and diversity of Board of Directors ESRS 2 GOV-4 Statement on due diligence paragraph 30 Indicator number 10 Table #3 of Annex 1 Delegated Regulation (EU) 2020/1816, Annex II Material 40 / GOV-4 ESRS 2 SBM-1 Involvement in activities related to fossil fuel activities paragraph 40 (d) i Indicators number 4 Table #1 of Annex 1 Article 449a Regulation (EU) No 575/2013: Commission Implementing Regulation (EU) 2022/2453 Table 1: Qualitative information on Environmental risk and Table 2: Qualitative information on Social risk Delegated Regulation (EU) 2020/1816, Annex II Not material ESRS 2 SBM-1 Involvement in activities related to chemical production paragraph 40 (d) ii Indicator number 9 Table #2 of Annex 1 Delegated Regulation (EU) 2020/1816, Annex II Not material ESRS 2 SBM-1 Involvement in activities related to controversial weapons paragraph 40 (d) iii Indicator number 14 Table #1 of Annex 1 Delegated Regulation (EU) 2020/1818, Article 12(1) Delegated Regulation (EU) 2020/1816, Annex II Not material ESRS 2 SBM-1 Involvement in activities related to cultivation and production of tobacco paragraph 40 (d) iv Delegated Regulation (EU) 2020/1818, Article 12(1) Delegated Regulation (EU) 2020/1816, Annex II Not material ESRS E1-1 Transition plan to reach climate neutrality by 2050 paragraph 14 Regulation (EU) 2021/1119, Article 2(1) Material 47 / E1-1 ESRS E1-1 Undertakings excluded from Paris-aligned Benchmarks paragraph 16 (g) Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 Template 1: Banking book Climate Change transition risk: Credit quality of exposures by sector, emissions and residual maturity Delegated Regulation (EU) 2020/1818, Article 12�1 (d) to (g), and Article 12�2 Not material ESRS 2 – Data points that derive from other EU legislation Appendix / Notes to Statement Annual & Sustainability Report 2025 79 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 80 ===== Disclosure Requirement and related datapoint SFDR reference Pillar 3 reference Benchmark Regulation reference EU Climate Law reference Material / Not material Page / Paragraph ESRS E1-4 GHG emission reduction targets paragraph 34 Indicator number 4 Table #2 of Annex 1 Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 Template 3: Banking book – Climate change transition risk: alignment metrics Delegated Regulation (EU) 2020/1818, Article 6 Material 49 / E1-4 ESRS E1-5 Energy consumption from fossil sources disaggregated by sources (only high climate impact sectors) para-graph 38 Indicator number 5 Table #1 and Indicator n� 5 Table #2 of Annex 1 Not material ESRS E1-5 Energy consumption and mix paragraph 37 Indicator number 5 Table #1 of Annex 1 Material 50 / E1-5 ESRS E1-5 Energy intensity associated with activities in high climate impact sectors paragraphs 40 to 43 Indicator number 6 Table #1 of Annex 1 Not material ESRS E1-6 Gross Scope 1, 2, 3 and Total GHG emissions paragraph 44 Indicators number 1 and 2 Table #1 of Annex 1 Article 449a; Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 Template 1: Banking book – Climate change transition risk: Credit quality of exposures by sector, emissions and residual maturity Delegated Regulation (EU) 2020/1818, Article 5(1), 6 and 8(1) Material 50 / E1-6 ESRS E1-6 Gross GHG emissions intensity paragraphs 53 to 55 Indicators number 3 Table #1 of Annex 1 Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 Template 3: Banking book – Climate change transition risk: alignment metrics Delegated Regulation (EU) 2020/1818, Article 8(1) Material 51 / Emission Intensity ESRS E1-7 GHG removals and carbon credits paragraph 56 Regulation (EU) 2021/1119, Article 2(1) Material 51 / E1-7 ESRS E1-9 Exposure of the benchmark portfolio to climate-related physical risks paragraph 66 Delegated Regulation (EU) 2020/1818, Annex II Delegated Regulation (EU) 2020/1816, Annex II Not material ESRS E1-9 Disaggregation of monetary amounts by acute and chronic physical risk paragraph 66 (a) ESRS E1-9 Location of significant assets at material physical risk paragraph 66 (c)� Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 paragraphs 46 and 47; Template 5: Banking book – Climate change physical risk: Exposures subject to physical risk� Not material Appendix / Notes to Statement Annual & Sustainability Report 2025 80 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 81 ===== Disclosure Requirement and related datapoint SFDR reference Pillar 3 reference Benchmark Regulation reference EU Climate Law reference Material / Not material Page / Paragraph ESRS E1-9 Breakdown of the carrying value of its real estate assets by energy-efficiency classes paragraph 67 (c)� Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 paragraph 34; Template 2: Banking book - Climate change transition risk: Loans collateralised by immovable property – Energy efficiency of the collateral Not material ESRS E1-9 Degree of exposure of the portfolio to climate- related opportunities paragraph 69 Delegated Regulation (EU) 2020/1818, Annex II Not material ESRS 2- SBM3 - S1 Risk of incidents of forced labour paragraph 14 (f) Material 57 / Intro ESRS 2- SBM3 - S1 Risk of incidents of child labour paragraph 14 (g) Indicator number 13 Table #3 of Annex I Material 57 / Intro ESRS S1-1 Human rights policy commitments paragraph 20 Indicator number 12 Table #3 of Annex I Material 57 / Human Rights ESRS S1-1 Due diligence policies on issues addressed by the fundamental International Labour Organization (ILO) Conventions 1 to 8, paragraph 21 Indicator number 9 Table #3 and Indicator number 11 Table #1 of Annex I Delegated Regulation (EU) 2020/1816, Annex II Material 57 / S1-1 ESRS S1-1 processes and measures for preventing trafficking in human beings paragraph 22 Indicator number 11 Table #3 of Annex I Material 57/ S1-1 ESRS S1-1 workplace accident prevention policy or management system paragraph 23 Indicator number 1 Table #3 of Annex I Material 58 / Safe and healthy work enviornment ESRS S1-3 grievance /complaints handling mechanisms paragraph 32 (c) Indicator number 5 Table #3 of Annex I Material 59 / S1-3 ESRS S1-14 Number of fatalities and number and rate of work-related accidents paragraph 88 (b) and (c) Indicator number 2 Table #3 of Annex I Delegated Regulation (EU) 2020/1816, Annex II Material 63 / S1-14 ESRS S1-14 Number of days lost to injuries, accidents, fatalities or illness paragraph 88 (e) Indicator number 3 Table #3 of Annex I Material 63 / S1-14 ESRS S1-16 Unadjusted gender pay gap paragraph 97 (a) Indicator number 12 Table #1 of Annex I Delegated Regulation (EU) 2020/1816, Annex II Material 64 / S1-16 ESRS S1-16 Excessive CEO pay ratio paragraph 97 (b) Indicator number 8 Table #3 of Annex I Material 64 / S1-16 ESRS S1-17 Incidents of discrimination paragraph 103 (a) Indicator number 7 Table #3 of Annex I Material 64 / S1-17 Appendix / Notes to Statement Annual & Sustainability Report 2025 81 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 82 ===== Disclosure Requirement and related datapoint SFDR reference Pillar 3 reference Benchmark Regulation reference EU Climate Law reference Material / Not material Page / Paragraph ESRS S1-17 Non-respect of UNGPs on Business and Human Rights and OECD Guidelines paragraph 104 (a) Indicator number 10 Table #1 and Indicator n� 14 Table #3 of Annex I Delegated Regulation (EU) 2020/1816, Annex II Delegated Regulation (EU) 2020/1818 Art 12 (1) Material 64 / S1-17 ESRS 2- SBM-3 – S2 Significant risk of child labour or forced labour in the value chain paragraph 11 (b) Indicators number 12 and n� 13 Table #3 of Annex I Material 65 / Intro ESRS S2-1 Human rights policy commitments paragraph 17Indicator number 9 Table #3 and Indicator n� 11 Table #1 of Annex 1 Material 66 / S2-1 ESRS S2-1 Policies related to value chain workers paragraph 18 Indicator number 11 and n� 4 Table #3 of Annex 1 Material 66 / S2-1 ESRS S2-1 Nonrespect of UNGPs on Business and Human Rights principles and OECD guidelines paragraph 19 Indicator number 10 Table #1 of Annex 1 Delegated Regulation (EU) 2020/1816, Annex II Delegated Regulation (EU) 2020/1818, Art 12 (1) Material 66 / S2-1 ESRS S2-1 Due diligence policies on issues addressed by the fundamental International Labour Organization (ILO) Conventions 1 to 8, paragraph 19 Material 66 / S2-1 ESRS S2-4 Human rights issues and incidents connected to its upstream and downstream value chain paragraph 36 Indicator number 14 Table #3 of Annex 1 Material 67 / S2-4 ESRS S4-1 Policies related to consumers and end-users paragraph 16 Indicator number 9 Table #3 and Indicator number 11 Table #1 of Annex 1 Material 69 / S4-1 ESRS S4-1 Non-respect of UNGPs on Business and Human Rights and OECD guidelines paragraph 17 Indicator number 10 Table #1 of Annex 1 Delegated Regulation (EU) 2020/1816, Annex II Delegated Regulation (EU) 2020/1818, Art 12 (1) Material 69 / S4-1 ESRS S4-4 Human rights issues and incidents paragraph 35 Indicator number 14 Table #3 of Annex 1 Material 71 / S4-4 ESRS G1-1 United Nations Convention against Corruption paragraph 10 (b) Indicator number 15 Table #3 of Annex 1 Material 75 / G1-1 ESRS G1-1 Protection of whistle-blowers paragraph 10 (d)Indicator number 6 Table #3 of Annex 1 Material 75 / G1-1 ESRS G1-4 Fines for violation of anti-corruption and anti- bribery laws paragraph 24 (a) Indicator number 17 Table #3 of Annex 1 Delegated Regulation (EU) 2020/1816, Annex II) Not material ESRS G1-4 Standards of anti-corruption and anti-bribery paragraph 24 (b) Indicator number 16 Table #3 of Annex 1 Not material Appendix / Notes to Statement Annual & Sustainability Report 2025 82 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 83 ===== Consolidated financial statements � � � � � � � � � � 84 Notes to the consolidated financial statements� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 88 Parent company financial statements � � � � 122 Notes to the Parent company financial statements� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 126 Signatures � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 132 Auditor´s report� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 133 Auditor’s limited assurance report of the sustainability statement� � � � � � � � � � � � � � � 138 FINANCIALSTATE ME NTS 2025 RYDER CUP Markets: Sweden, Denmark, Norway, Finland Annual & Sustainability Report 2025 83 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 84 ===== SEK million Note 2025 2024 Net sales 3, 4 17,682 18,490 Cost of sales –15,262 –16,459 Gross income 2,420 2,031 Selling and marketing expenses –947 –969 General and administrative expenses –1,506 –1,376 Other operating income and expenses 6 –7 44 Share of earnings in associated companies and joint ventures –26 151 Items affecting comparability 8 –420 –439 Operating income 5, 6, 7 –486 –558 Interest income 9 40 49 Interest expenses 9 –504 –350 Net lease interest 9 –25 –26 Other financial items 9 –185 1,093 Income before tax –1, 160 208 Tax 10 –107 –102 Net income for the year –1,267 106 Other comprehensive income Items that will not be reclassified to profit or loss Remeasurements of defined benefit pension plans –5 – Items that are or may be reclassified to profit or loss net of tax Currency translation differences –120 –49 Currency effects recycled in operating income 29 – Cash flow hedges –8 33 Other comprehensive income for the year –104 –16 Total comprehensive income for the year –1,371 90 SEK million Note 2025 2024 Net income for the year attributable to: Equity holders of the Parent company –1,267 106 Total comprehensive income for the year attributable to: Equity holders of the Parent company –1,371 90 Earnings per share 11 Basic earnings per share (SEK) –0.28 0.03 Diluted earnings per share (SEK) –0.28 0.03 Number of shares 11, 19 Shares outstanding at the end of the year 4,546,891,500 4,578,225,962 Basic average number of shares outstanding 4,558,616,594 4,110,047,635 Diluted average number of shares outstanding 4,558,616,594 4,110,047,635 Consolidated income statement Group Annual & Sustainability Report 2025 84 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 85 ===== SEK million Note 31 Dec 2025 31 Dec 2024 Non-current assets Goodwill 12 3,063 1,290 Other intangible assets 12 2,615 345 Machinery, equipment and installations 13 109 133 Right-of-use assets 24 222 237 Participation in associated companies and joint ventures 15 4 1,124 Long-term sublease receivables 24 24 57 Deferred tax assets 10 962 974 Assets related to pension obligations 21 6 – Other long-term receivables 29 141 Total non-current assets 7,034 4,301 Current assets Inventories 16 1,914 2,244 Accounts receivable 17 1,221 1,216 Short-term sublease receivables 24 31 35 Prepaid programming expenses 18 6,348 6,343 Prepaid expenses and accrued income 18 1,026 1,411 Tax receivables 37 36 Other current receivables 257 228 Cash and cash equivalents 1,132 1,040 Total current assets 11,966 12,553 Total assets 19,000 16,854 SEK million Note 31 Dec 2025 31 Dec 2024 Equity Share capital 19 275 275 Other paid in capital 19 8,697 8,697 Reserves 19 –159 –60 Retained earnings 19 –6,522 –5,235 Total equity 2,291 3,677 Non-current liabilities Long-term borrowings 23 5,502 1,858 Long-term lease liabilities 23, 24 221 280 Long-term provisions 20 1,214 1,954 Deferred tax liabilities 10 586 205 Other non-current liabilities 81 188 Total non-current liabilities 7,604 4,485 Current liabilities Short-term borrowings 23 920 200 Short-term lease liabilities 23, 24 113 96 Accounts payable 23 2,398 3,008 Accrued programming expenses 23 1,148 1,558 Accrued expenses and prepaid income 22 2,759 2,030 Short-term provisions 20 931 1,072 Tax liabilities 154 73 Other current liabilities 682 655 Total current liabilities 9,1 0 5 8,692 Total liabilities 16,709 1 3,17 7 Total shareholders’ equity and liabilities 19,000 16,854 Consolidated balance sheet Group Annual & Sustainability Report 2025 85 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 86 ===== SEK million Share capital Other paid in capital Translation reserve Hedging reserve Retained earnings Total equity Balance as of 1 January 2024 158 4,282 –7 –37 –5,486 –1,090 Net income for the year – – – – 106 106 Other comprehensive income for the year – – –49 33 – –16 Total comprehensive income for the year – – –49 33 106 90 Reduction of share capital –153 – – – 153 – Share issue 240 3,760 – – – 4,000 Debt to equity issue 30 780 – – – 810 Share issue transaction costs – –125 – – – –125 Effect of share-based programmes – – – – –8 –8 Balance as of 31 December 2024 275 8,697 –56 –4 –5,235 3,677 Balance as of 1 January 2025 275 8,697 –56 –4 –5,235 3,677 Net income for the year – – – – –1,267 –1,267 Other comprehensive income for the year – – –91 –8 –5 –104 Total comprehensive income for the year – – –91 –8 –1,272 –1,371 Repurchase of shares – – – – –19 –19 Effect of share-based programmes – – – – 4 4 Balance as of 31 December 2025 275 8,697 –147 –12 –6,522 2,291 Consolidated statement of changes in equity Group Annual & Sustainability Report 2025 86 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 87 ===== SEK million Note 2025 2024 Operating activities Net income for the year 29 –1,267 106 Dividends from associated companies and joint ventures 500 101 Depreciation, amortisation and write-down 29 239 201 Other adjustments for non-cash items 29 483 –1,327 Cash flow from operations, excluding changes in working capital –45 –919 Change in inventories 280 640 Change in accounts receivable 396 –119 Change in other operating receivables 168 254 Change in operating liabilities –3,092 –1,855 Changes in working capital –2,248 –1,080 Cash flow from operating activities –2,293 –1,999 Investing activities Acquisition of operations 27 –1,744 – Divestments of operations 28 – 132 Capital expenditure in tangible and intangible assets –49 –43 Other cash flow from investing activities 16 16 Cash flow from investing activities –1,777 105 SEK million Note 2025 2024 Financing activities New borrowings 29 4,226 – Amortisation of borrrowings 29 –105 – Change in revolving credit facility 29 300 –3,192 Net change in leases 24 –60 –60 Share issue – 4,000 Transaction cost, total recapitalisation –131 –396 Repurchase of shares –19 – Other cash flow from financing activities –6 – Cash flow from financing activities 4,205 352 Change in cash and cash equivalents for the year 135 –1,542 Cash and cash equivalents at the beginning of the year 1,040 2,569 Translation differences in cash and cash equivalents –43 13 Cash and cash equivalents at the end of the year 1,1 3 2 1,040 Consolidated statement of cash flow Group Annual & Sustainability Report 2025 87 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 88 ===== Notes to the consolidated financial statements Group Accounting and reporting fundamentals Note 1 Accounting and valuation principles � � � � � � � � � � � � � � � � � � � � � � � 89 Note 2 Accounting assumptions and estimates� � � � � � � � � � � � � � � � � � 90 Income statement Note 3 Operating segments � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 91 Note 4 Revenue � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 92 Note 5 Classification by nature of expense � � � � � � � � � � � � � � � � � � � � � � � 94 Note 6 Other operating income and expenses� � � � � � � � � � � � � � � � � � � 94 Note 7 Salaries, other remuneration and social security expenses � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 94 Note 8 Items affecting comparability � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 100 Note 9 Financial items� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 100 Note 10 Taxes � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 101 Note 11 Earnings per share � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 103 Assets Note 12 Intangible assets � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 103 Note 13 Tangible assets � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 105 Note 14 Shares and participations in Group companies� � � � � � � � 106 Note 15 Associated companies and joint ventures� � � � � � � � � � � � � � � 107 Note 16 Inventories � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 107 Note 17 Accounts receivable � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 108 Note 18 Prepaid expenses and accrued income � � � � � � � � � � � � � � � � � 108 Shareholders’ equity and liabilities Note 19 Shareholders’ equity � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 109 Note 20 Provisions � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 110 Note 21 Pension obligations� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 111 Note 22 Accrued expenses and prepaid income � � � � � � � � � � � � � � � � � � 111 Note 23 Financial instruments and financial risk management� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 112 Note 24 Leases � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 117 Note 25 Future payment commitments � � � � � � � � � � � � � � � � � � � � � � � � � � � � 118 Note 26 Asset pledged and contingent liabilities � � � � � � � � � � � � � � � � 118 Additional information Note 27 Acquired operations� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 119 Note 28 Divested operations � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 119 Note 29 Supplementary information to the statement of cash flow� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 120 Note 30 Average number of employees� � � � � � � � � � � � � � � � � � � � � � � � � � � � 120 Note 31 Audit fees� � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 121 Note 32 Related party transactions � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 121 Note 33 Significant events after the reporting period� � � � � � � � � � � 121 Annual & Sustainability Report 2025 88 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 89 ===== Note 1 Accounting and valuation principles Viaplay Group AB (publ) (Viaplay) is a limited liability company listed on Nasdaq Stockholm with registered office in Stockholm, Sweden� The consolidated financial statements of the Group for the year ended 31 December 2025, presented in this Annual report, comprise the Parent company and its subsidiaries and the participation in associated companies and joint ventures� Basis of preparation The consolidated financial statements have been prepared in accordance with the IFRS Accounting Standards (IFRS) issued by the International Standards Accounting Board (IASB) and interpretations issued by the IFRS Interpretations Committee applicable to companies reporting under IFRS, as adopted by the EU� The accounting policies have been consistently applied to all years presented, unless otherwise stated� In addition, Swed- ish Annual Accounts Act and RFR 1, Supplementary Rules for Groups, have been applied� The consolidated financial statements have been prepared under the historical cost convention except for certain financial assets and liabilities measured at fair value� A defined benefit pension plan also con- stitutes such an exception and is recognised at the net amount of the fair value of plan assets and the present value of the defined benefit obligation, adjusted for any asset restrictions� The preparation of financial statements in conformity with IFRS requires the use of certain critical accounting estimates� It also requires management to exercise its judgement in the process of applying the Group’s accounting policies� The areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates are significant to the consolidated financial statements are disclosed in note 2� The annual report including the financial statements were authorised for issue by the Board of Directors and CEO on 30 March 2026� The consolidat- ed income statement and balance sheet, and the income statement and the balance sheet of the Parent company, will be presented for adoption by the Annual General Meeting on 12 May 2026� New and amended standards applied by Viaplay Group The Group has not applied any new or amended accounting standards or interpretations during 2025� IFRS 18 Presentation and Disclosure in Financial Statements, (applica- ble of financial years beginning on or after January 1, 2027), will replace IAS 1 Presentation of Financial Statements� The standard introduces new requirements aimed at improving the comparability of performance report- ing between similar companies and providing users with more relevant and transparent information� Although IFRS 18 will not affect the recognition or measurement of items in the financial statements, it will have an impact on presentation and disclosures� This is particularly relevant for the income statement and management-defined performance measures� The Group is currently assessing the effects of this standard� Currently there are no other endorsed IFRS standard or interpretation that are expected to have a mate- rial impact on the Groups’ financial statements effective 2026 or later� Consolidated accounts The consolidated accounts include the Parent company, all subsidiaries and the participation in associated companies and joint ventures� Functional currency and reporting currency The functional currency of the Parent company is the Swedish krona (SEK), this is also the reporting currency for the Group and the Parent company� Subsidiaries Subsidiaries are companies in which the Group exercises control, meaning that the Group has power over the subsidiary and has exposure or rights to its variable returns� The Group must also have the ability to use the pow- er to affect the return from the subsidiary� For all companies in which the Group holds more than 50% of the votes, the control criteria are fulfilled and the companies are consolidated as subsidiaries� When controlling inter- est has been achieved the change in ownership is recognised as a trans- fer in equity between the equity holders of the Parent company and the non-controlling interest, without remeasuring the subsidiary’s net assets� All business combinations are accounted for in accordance with the pur- chase method� At the date of acquisition, the acquired assets and assumed liabilities (net identifiable assets) are measured at fair value� The difference between the acquisition value of shares in a subsidiary, and identifiable assets and liabilities measured at fair value at the date of acquisition, is recognised as goodwill� If the cost of the acquisition is below the fair values of identifiable net assets acquired, the difference is recognised in the profit and loss for the period� Acquisition related costs are expensed as incurred� Results for com- panies acquired during the year are included in the consolidated income statement from the date of acquisition� Non-controlling interest For subsidiaries not wholly owned, the share of equity owned by external shareholders is recognised as non-controlling interest� Currently there are no non-controlling interest� Associated companies and joint ventures An associated company is a company in which the Group exercises signif- icant influence� Normally, this means companies in which the Group holds voting rights of at least 20% and no more than 50%� Associated companies are recognised by applying the equity method of accounting� Joint ventures are arrangements in which two or more parties have joint control and have rights to the net assets of the arrangement� Joint ventures are recognised by applying the equity method of accounting� Adjustments are made where necessary to bring the accounting policies in line with those of the Group� Notes to the consolidated financial statements Group Annual & Sustainability Report 2025 89 About Viaplay Group Directors’ report Sustainability statement Financial statements OtherRemuneration report ===== SIDA 90 =====