This is your life, fix it
Do you want to spend your life in meetings? I mean, I suspect you want to be paid money, and being paid money for being in meetings is better than not being paid money.
But that isn't the alternative.
It is possible that these meetings are useful, and that your attendance is beneficial to both you and your company. You don't seem to actually think that right now, and I suspect you are probably right.
The alternative you should aim for is doing more useful stuff, and less useless stuff. Without, you know, saying anyone else is useless.
The easy path
Passively going to every meeting you are invited to, not rocking the boat, and being bored in meetings where you listen to things is probably the easiest short term path.
Document that you are being told to go to meetings, don't hide it, and collect your salary.
Best for the company
Contact your management and raise concerns about there being too many meetings. Include the fact of how many meetings you are being invited to, state that you think you should be going to fewer, and ask about what you should do to reduce this amount; be open to your management thinking that you going to that amount of meetings is actually best for the company.
In some organizations, they do need a skilled developer to listen in to what is decided, pay attention, and understand what is going on. While it might be not very fun, it could have value.
But it is far more likely that it is easier for someone to invite too many people and waste their time than it is for someone to value the time of invitees to the company properly, and only invite the right subset.
So gently raise the issue with your management chain about your meeting problem. Scrum often has retrospectives where you can raise problems that have blocked productivity in the last time period, that is a good spot to raise it, and maybe ask for a meeting with your immediately management "out of band" to deal with it one on one.
For your own benefit
Most people want to feel a sense of accomplishment in their lives, and sitting listening in meetings doesn't seem to be providing you with one.
For a career, if you want to change jobs, your accomplishments of sitting in meetings for 30+ hours/week while not developing software might not lead to a good result in your next job search.
On the other hand, if your goal is management, such meetings might be a way to raise your own profile and manage your career upwards. In this case, you shouldn't be spending your time just listening; any time spent listening should be gathering information to later speak up in another context. Learning enough to be able to contribute.
This is not a rare problem
Meta-work swallowing work is something that happens very naturally. Meta-work is time spent on not doing something productive, but on talking about doing something productive, preparing to do something productive, and arranging to do something productive.
Meta-work has high value, but its value is in multiplying the usefulness of work. When you have two factors -- A and B -- limited by A+B being capped (say, by hours in a week), their product -- A*B -- is when A and B are of similar magnitude.
When one grows much larger than the other, their product falls.
In reality, the return on investment on meta-work tends to fall as you put more time into it, so the ideal ratio is often meta-work being 5%-25% of the time you put into work.
Management is a kind of meta-work, but it is meta-work for someone else's work. Here, you get meta-work specialists -- people who are "better" at it than others -- doing the meta-work, freeing up more work time for the people working.
The return on investment on management meta-work can often be quite high. It includes things like "ensure people are actually working on something useful".
But when everyone is consumed in meta-work, the boost to work productivity stops mattering enough to make up for the time spent.
For a developer, meetings are just one kind of meta-work.
Produce value, reduce friction
Get useful stuff done. Find a way to do that while not causing too much friction with coworkers. Here, this probably involves starting to push back at meeting invites in a diplomatic way.
Start having regular 1 one on one meetings with your direct manager, and talk about your concerns. "Last week I ended up attending X hours of meetings, and I think some of them might not be productive uses of time for the company." Talk about when you can and should decline a meeting invite. Talk about what meetings are most useful to your boss and to the company for you to attend. Talk about how your meeting attendance can be useful to your boss and to the company.
Be open to the possibility that your being at the meeting might be cover for your boss not being there. Ie, some stakeholder with political power wants your boss there, and they are using you as a proxy.
Talk to your boss about this problem being more wide spread, and how you could work help your boss push back against too many people at too many meetings. Coop your boss as a co-conspirator. Instead of attacking the company or your boss, softly imply/assume that this is obviously something your boss would want to fix, and that you can help them with that.
Be a source of solutions, not problems. You have identified a problem; bringing it up makes you the messenger. If you instead bring up a solution, and work to make your boss's life easier while solving it with their approval, you are going to come out looking much better.