Good morning all, and thank you for joining this conference. We feel really excited to announce our first half-year results as a public company, and even more delighted that the results are very good. I will start with strategic, financial and operational overviews. My colleague, Lina, will follow with detailed financials and Simonas with KPIs and product development. We will conclude the presentation with an outlook, after which there will be a Q&A session. To start with strategic overview. The last six months was the most successful and the busiest period in BCG history. The company performance have exceeded expectations set at IPO, and we reached the highest ever half-year revenue in all four business units. Our traffic was at record high, and all main sites increased leadership over their closest competitors.
In the beginning of the period, we implemented C2C price changes, contributing to the revenue growth in the first half of the year. While in the end of the period, we successfully implemented B2C price changes in Auto, Real Estate and Jobs, which will contribute to the revenue growth for the second half of the year. Continuing with financial highlights. Our organic revenue grew 24%, reaching EUR 25 million, while maintaining the industry-leading EBITDA margin at 78%. Adjusted EBITDA reached EUR 19.6 million and grew in line with revenue at 23%. The cash conversion remained very high at 99%, and we voluntarily repaid EUR 7 million of debt. The leverage was reduced from 2.75x at IPO to 2.1x at the end of October. Moving to operational highlights.
The traffic to our sites was at record high, making our company one of the biggest online companies in the region and one of the most penetrated dominant classified companies in the world. The lead over the closest competitor has improved in all largest portals, while the number of business customers grew by 2% in Real Estate, 6% in Automotive, and 63% in Jobs, which was unprecedented growth. The yield has increased in all business units because of the price and packaging changes done for C2C and B2C customers, also reflecting the value growth of the properties and vehicles advertised on our portals. As mentioned earlier, our organic revenue grew 24%. The prior-year comparables was very little affected by the discounts given to our customers a year ago. In our estimates, only 2% of their total revenue.
The organic growth was strong and exceeded our expectations at IPO. The pandemic has accelerated digital adoption, led to a very strong bounce back in labor and the real estate markets, but disrupted automotive supply chain. Basically, the same trends as seen in other European countries. Baltic economies have shown huge resilience, and our main markets, Lithuania and Estonia, were among the first countries in Europe to reach pre-COVID GDP level. Starting the second half of the year, the trading of BCG continues to be strong and in line with the trends during the first half of the year. Now, I will hand over to Lina to talk about financials.
Thank you, Justinas. Hello, everyone. Now, I'll present you the financial highlights of BCG performance over the six months ended October 31st. First of all, looking back to pre-COVID. Excluding the impact of acquisitions, our revenue has grown 28% organically, and that's compared to two years ago. Even stronger, this growth rate reflects the fact that because of COVID, we did not introduce major changes to our pricing and packaging in financial year 2021 in what's usually an annual cycle. Then comparing with the period one year ago, during this half year just ended, our reported revenue grew 22% to EUR 25 million. However, please note that at the end of financial year 2021, we made a divestment that generated EUR 0.2 million in the comparative half year.
Looking at the current portfolio structure, 12 portals, BCG revenue grew 24% organically. The main drivers of revenue growth were, first of all, the number of advertisers, which has increased across all our business sectors, an increase in the number of active C2C listings across all business sectors except autos, and also an increase in the yield per customer and ad across all our businesses. I'll now move on to the revenue by business line, but Simonas will cover these revenue growth drivers a bit later in more detail. During the normal economic conditions, BCG tend to see similar revenue growth rates across the business lines. This year we saw differing organic growth rates based on differing underlying conditions.
We anticipate that growth rates will normalize going forward and currently believe that this, in large part, reflects the indirect consequences of COVID, as also seen in many other countries, increased demand for employees, lack of supply in the car market. Now, touching each business line that we own, our Generalist revenues grew 11%. Lockdowns were actually fueling our Generalist revenue growth, and during the summer and autumn seasons, with opening economy, Generalist growth was solid despite exceptionally good weather. Jobs portal is more than twice as big revenue-wise than it was a year ago. During this half a year, it's the growth champion within the BCG portfolio as the underlying market for jobs sector is favorable. Number of jobs portal business clients grew 63%. Real Estate market is very active across the Baltics.
Our Real Estate business line grew 20%, and the majority of growth in Real Estate revenue came from, first of all, opening economy and market activeness, also C2C pricing event in spring and also Real Estate value increase. As you know, we are benefiting through value-based pricing in C2C. Moving to Auto. As also seen in many countries, automotive market is facing supply chain disruption. Because of global semiconductor shortage, car manufacturers are late to deliver new cars, causing car buyers postponing the sales of old ones. Despite the disrupted market and decreased number of market transactions, our Auto business line grew 10%, organically. Overall, the portfolio again proves the resilience and the strength of the diversification.
During this half a year, our Jobs & Services revenue share in the business grew from 12%, which was reported for the previous financial year, to 19%. Now Generalist and Jobs & Services generate 1/5 of group revenue each. Real Estate generates 1/4, and Auto roughly 1/3 of the group revenues. Because we became a public company this July, IPO-related costs fell into this half-year period. For clarity, in this slide we have set out our costs to show the underlying cost, excluding one-off IPO fees. EUR 7.4 million value of fees were accounted in the income statement, and also one-off free share awards to employees.
In line with the intention stated in the prospectus, after the admission, the group gifted BCG shares to all employees, with the number per employee based on the length of service. That was a one-off opportunity to thank the team for bringing the company to where it is now. The directors and the management team did not receive free shares under this arrangement, and total value of the gift, including the tax, was EUR 1.4 million. The comparative period is adjusted with EUR 0.1 million of acquisition-related costs. The adjusted expenses that you see on the slide reflects the growth in the business, underlying costs, and it is including the additional costs incurred since our IPO in operating as a public company. In general, the cost trend represents what was planned at the time of IPO.
The biggest cost, people costs, grew 19% to EUR 3.5 million, and almost 1/2 of the increase was primarily driven by annual salary reviews. We invest in talents and review salaries yearly, or in some cases even more often. This half a year was the first half a year as a public company, therefore costs for the first time include board members' fees and the cost of a performance share plan, PSP. For clarity, on the slide, we also show these costs separately. Continuing the public company cost topic, we estimate that the cost relating to being a public company will be close to EUR 2 million for the first full year.
However, because by the end of financial year 2022, BCG will have been a public company for around 10 months only, the actual incurred public company cost amount will be slightly lower. The cost part relating to the PSP should increase gradually during the first three-year period, and that's based on the assumption that the PSP will award a list of employees yearly with three-year nominal value options. Overall, despite all what I've just mentioned, people costs were maintained at 14% of revenue, in line with the period one year ago. It's also worth mentioning marketing costs. We are using a lot of cross-marketing within our own portals, and that allows us to keep external marketing costs as low as 1.5% from revenue.
If cross-marketing was purchased, our marketing cost as a percentage from revenue would be a few percentage points higher. In total, our adjusted cost grew 22% and in line with our expectations. As mentioned on the previous slide, this half-year reported profitability was significantly affected by one-off expenses relating to the IPO. Therefore, we adjust our EBITDA with it to see the underlying profitability. Adjusted EBITDA was 23% higher than a year ago and reached EUR 19.6 million, with adjusted EBITDA margin maintained at 78%. Cash conversion for the period maintained at 99%. Cash generated from operations before IPO fees payments increased by 36% to EUR 20.9 million. Apart from the IPO fees, other major cash outflows were income tax payment that related to Lithuanian part of the business only.
As a reminder, Lithuanian business pays corporate income tax from the taxable income earned, while businesses in Latvia and Estonia would only pay income tax from the distributed profits. During the period, we also show a EUR 6.5 million interest outflow, which is a sum of EUR 5.8 million of interest paid, mainly relating to the pre-IPO debt facilities repaid at IPO, and 0.7 million capitalized refinancing related fees. On IPO, as a part of debt rearrangement, we paid EUR 1.6 million early repayment fee to the previous third-party lenders. In result, business generated almost EUR 5 million operating cash, which we used to voluntarily repay a part of third-party debt. In this slide, you can see our net debt bridge during the half year period.
Before IPO, we lived with 6x leverage, which is calculated as net debt to LTM EBITDA, and paid 6% interest on the third-party debt. BCG started its life as a public company with 2.75x leverage and 2% interest on the amount borrowed. Company used its cash generated from operations to reduce the loan liability by paying down EUR 7 million debt in October. By the 31st of October, the end of the half year period, the current gross debt amount decreased from EUR 98 million to EUR 91 million, and the leverage from 2.75x to 2.1x. We may choose to fund our future potential acquisitions in part or wholly using cash. Currently, in line with intentions stated in the prospectus, the board is not declaring an interim dividend, but intends to recommend the final dividend.
Provided a leverage is below 2x, share buybacks will be discussed as an additional mechanism to return cash to the shareholders. Now handing over to Simonas, who will deep dive into the strategic progress.
Hello, everyone. We are disclosing a lot of details on, in our KPIs for each of the business unit, and they are all in a similar format, which with the market context for each business unit in the top left, the C2C performance in the top right, the B2C performance in the bottom right, and our audience, lead against the competition in the bottom left. Don't worry, I will go through each of the business unit KPIs quite quickly, but I will touch on the essential things to understand on each page. As you already heard from Justinas, automotive market in Baltics shows dynamics similar to what you can see in the rest of E.U. There are less cars, higher prices, higher dealer margins. In top right chart, you see average revenue per C2C ad.
It grew significantly due to both pricing actions we took and positive effect of value-based pricing, which means higher price of the vehicle, the higher price to list it. Average revenue per business customer grew slightly. Pricing actions were implemented just in September, October this year, so positive effect of it will fall into the next period. We see our lead versus closest competitor keeps growing. It's nearly 4x in Lithuania and 36x in Estonia. The real estate market, it's very active, the real estate market. Number of transactions grew significantly, but time to sell has shortened. It's not great, not terrible for us. Less time needed to transact means less time the ad stays on our sites. On the other hand, we have the higher number of the new ads than previously.
We really, we directly benefit from growing prices in C2C segment, again, as in Automotive, because we have value-based pricing, plus we did pricing actions in May in the Real Estate segment. As you can see in the bottom right chart, average revenue per business customer grew 14%, but we have to take into account that we are comparing to the lower base due to COVID discounts in H1 2020. In terms of pricing actions, it is the same situation like in Automotive. It was implemented in September, October. This means we will see the impact on the second half of the year. In Real Estate, we've further strengthened our competitive position. The gap between us and nearest competitor grew to 28 times in Lithuania and 10x in Estonia. Let's move to jobs. Jobs market is booming.
Again, Baltics is not an exception. Hiring for companies becomes more and more challenging. It is difficult to find employees. It takes more time. Average wage grew by 12%, and on specific segments like engineering, it's even higher. Unemployment rate keeps going down. Currently, it's 7.4%. The market is very supportive for the business. Average revenue per customer grew by 41%, and customer base grew by a massive 63%. At the same time, our lead versus closest competitor increased from 5x to 8.2x. Yeah, Generalist kind of summarizes all C2C market just on the smaller scale. It was positively impacted by underlying jobs and real estate markets, but less positively by automotive, and overall economy growth supports other categories like services, general goods, and so on.
You see revenue per listing grew as a result of pricing actions and more listings in expensive categories, and introduction of some more mutual horizontal plus vertical packages, which are relatively more expensive. There are innovations happening continuously in each of our portals, but we thought it would be helpful to highlight one innovation per business unit, just to give you a feel for sort of things that are happening under the covers. Starting with automotive, on the left-hand side you can see, we introduced car pricing tool for business customers. It helps to make a decision on buying stock for the right price. It is new for the smaller dealers, so they're starting to use it. They start to understand the value, and so far the feedback is very positive.
In the Real Estate, we launched strong customer authentication for business customers. It increases account security, credibility of the brokers, and prevents usage of single account by multiple brokers. At first, this was launched in Estonia. It is already nearly 100% adoption rate. In Lithuania, it's quite new, just a few months old feature, and we have already 40% of brokers using it and without any hard push from our side. In Jobs, we implemented tool to help employers to find candidates by reaching passive job seekers. Companies can define the target audience, which meets their criteria, and directly promote them and open vacancies. We have nearly 600,000 job seekers in our database, which represents one-third of working age population in Lithuania. It's a huge audience to promote your ad to.
Also in Generalist, we upgraded delivery product to better fit needs of power sellers who ship items in bulk. Sellers can register shipments from different providers in one place. They can pay at once. They get shipping cards and track shipments all in one place. We saw the number of shipments grew by more than 30% after the launch, after launching this feature. For the next periods, we have a plan for developments, and we will work on virtual numbers. I think you are familiar with this technology. This provides a bunch of benefits, helps to justify the value of our service, protects privacy of our users, and serves for the fraud protection. We will continue in simplifying buyers to register and log in to our platforms.
This way we can benefit from better user engagement, more subscriptions, better recommendations, and so on. Plus, it improves security on our platforms as well. That's briefly it from my side, and I will hand over back to Justinas.
Right. Thank you, Simonas. As said at IPO, our growth strategy is quite simple. We are early in monetization stage compared to the Western peers and will grow our business from pricing actions and from product development. Also, we will continue developing ancillary services and look for M&A targets. During the last half a year, we delivered our promise by implementing pricing and packaging actions in C2C and B2C, and we were developing ancillary services, particularly financial intermediation and deliveries. We have also a short list of companies we wish to acquire.
However, at this stage, there is nothing new to be shared. Looking forward, our revenue across Automotive, Real Estate, and Generalist should grow in aggregate with the previous guidance. Jobs likely to be ahead of previous guidance. While we expect to maintain industry leading adjusted EBITDA margin for the whole year.
Taking all this into account, we expect the guidance to exceed the guidelines for the whole financial year. Majority of the Classifieds revenue is recurring in nature, so the growth rates in the following years is likely to follow the previous guidelines of this higher base. Thank you for your attention. Now, we are ready to take any questions.
If you would like to ask a question and have joined via the webcast, please use the question tab located above the slides. If you have joined via the conference call, please press star one on your telephone keypad. When preparing to ask your question, please ensure your phone is unmuted locally. Our first question comes from Jessica Pok at Peel Hunt. Jessica, your line is open.
Hi. Morning, everyone. I've just got three questions, please. The first one is the new products that you've shown us today. Firstly, are you already monetizing off them, monetizing those products? Second, will those products be included into your packages or are they included into your packages? Or are they, do you have to pay extra for to access those tools? The second thing is, you know, every day, you know, new news on COVID. If the pandemic does get worse and the Baltic region goes into lockdown, how do you expect that would affect your business and the different segments? The final one is just on the car market.
Of course, you know, you've had a reduction in the volume of used cars because of the supply issues. In your view, when do you expect that to normalize? Thank you.
Right. Thank you, Jessica, for very good questions. Maybe I will start with the product and also maybe Simonas will add anything what was not said. Basically, we should speak about each product separately. Talking about the automotive product where we help to set up to define the price for the stock. We do monetize it, and we include in the premium package the product. In the real estate authentication product where we kind of identify the brokers and, you know, in this way, we kind of give them a value that they are more accredited, increase their credibility and security of the account.
At the same time, it's also valuable for us because this, in this way we can actually incentivize the customers and brokers to use their individual broker accounts. This product we don't monetize. We think that it's kind of win-win situation, and it's kind of, for us, it's also very useful that the brokers' adoption rate is as high as possible. The third product, which is CV database and improved tools to find the passive candidates and to approach the passive candidates. We do monetize the product. Actually, it was quite popular because especially now when it's so difficult to find the employees.
The passive tools actually also these tools allows the customers to find a new audience, the passive job seekers, which are otherwise would not have applied to the job ads. The third one, deliveries and Generalist, yeah, we do monetize. We get a commission from each delivery. It also has a very nice trajectory of the growth. Simonas, would you like to add anything?
I think all well said. Yeah. Basically, at the end of the day, we monetize all of those products. Some of them are directly monetized, some indirectly by including into the package or pushing users to have their own accounts and so on.
The second question about the pandemic. The most likely scenario is that it won't affect our results. Because actually we have been in the situation a year ago. A year ago, we had a lockdown. However, the second lockdown was quite different from the first one. We did not provide the discounts to our business customers. There were very little requests for it. Basically, we currently expect that even with the infection rates rising, we don't foresee that it would affect our business. Maybe the biggest moving part across the business units are the job vertical. It has maybe the highest risk or uncertainty level. However, in our view, the likelihood is much lower to be affected, to have effect on the business.
The likelihood is much lower. What we're expecting is that the trading will continue in line with the trends in the first half of the year. Actually, the current trading after the first half of the year that is, you know, is over. November, December, we see the same trends. Even though the infection rates are increasing and there are some restrictions in different countries, but basically we don't see any effect on our business. The third about the automotive volume. That's correct. Actually, the supply chain is disrupted. Last year we had 15% less transactions compared to the pre-COVID level. Inventory of C2C customers have decreased 24%.
It's mainly because of the stock shortage, but also because of the cars are being transacted very fast. The transaction speed of the cars has decreased by 12 days. It's a massive decrease. It's actually very hard to say when the supply chain will recover. Basically we look to other experts and basically our supply chain is connected to Western Europe because quite a big proportion of cars are being delivered from Western Europe, from Germany, Italy. Basically our supply chain will restore when the supply chains will be restored in Western Europe. We are really interconnected, and the experts are telling that it's very likely that in the end of 2022 we will have a normalized supply chain.
This we see as really positive headwinds because currently I think our, you know, automotive revenues would have been much, much better if not, supply chain disruption. Once this supply chain are restored, so we would see a positive organic growth in our automotive unit.
Great. Thank you. The next question comes from William Packer at BNP Paribas. William, your line is open.
Hi there. Thanks for taking my questions. Three please. First, could you help us think through the mix of the 10% revenue growth in autos in H1, effectively, yield versus volume at the divisional level, and then separately for B2C and C2C? Second, could you talk through the latest trends in auto inventory in the period since the end of the reporting period? If we do assume that as you just previously commented, that there is a normalization in inventory, could you talk through how that feeds through to revenue? What we see in your peers across Europe is somewhat different revenue models around volumes, mobile.de very closely related, Auto Trader perhaps a little bit less.
Finally, could you talk through any impact on your advertising business from recent privacy or technology changes? Adevinta recently talked reasonably conservatively on some of the challenges there. It'd be great to get your perspectives. Thanks.
Thank you. Thank you, Will. Again, maybe I will start about automotive business line and the growth mix there. The B2C revenue grew 8% compared to prior period, and C2C revenue also grew 8%. However, we need to look at that. The yield in C2C has grown 44%, if I'm not mistaken. Right, Simonas? 44%. The number of ads, C2C ads, has declined 24%. Basically, if we didn't have such a big shortage of cars, the revenue of the C2C would have been far bigger. The revenue growth would be far bigger because the yield has increased 44%. Right?
This is correct. Correct. Yeah.
In B2C, basically, we have the revenue growth 8%. However, it has very little. Last year, revenue was very little affected by discounts, so it's mainly organic growth. The pricing actions which we took in the end of the period, so the growth rates will be more visible in the second half of the year in B2C. The second question about the inventory levels.
Sorry, just in terms of the decline in inventory in B2C, did you mention that number? Sorry if you did, I missed it.
Inventory in B2C, it's actually we don't measure. We measure business customers. Because I mean, we monetize business customers per slot, not per listing. Basically, what we have, it's the revenue, it's less correlated with the number of slots because basically we have quite a high level of unused inventory.
Right.
Quite a high level of unused slots.
Slots
Yeah. It correlates less. In terms of the business customers, the business customers in B2C grew 6% in automotive. It was a very healthy growth. The second part of the question, inventory level currently. We don't see any changes at the moment. The inventory level is low and, let's say the last half a year we don't see much movement there. We're expecting that it will take time and the inventory level will start recovering, as I mentioned, when the supply chain will start recovering in Western Europe and it will affect also our region. Basically the B2C revenue is less tied to the inventory because we charge there per slot. However, C2C revenue is directly tied to inventory because there in C2C we charge per listing.
In addition, C2C revenue, it's also very much tied to the value of the vehicles advertised on our portals because we apply in C2C value-based pricing. The third question about the advertising. I think that it's advertising is a challenging revenue stream for all the classifieds. Basically, our advertising revenue was 6% higher than the same period a year ago. However, if I'm not mistaken, around 25% lower compared to the pre-COVID level. The advertising is one of the areas which has not recovered yet, and this is kind of the most, I would say, challenging revenue stream. However, we are less exposed to this risk because the revenue in our company represent only 6%-7% of the total revenue in the portfolio. It's a very low number.
Compared to other classified companies, in other classified companies, it's even 20%-30%. We are less exposed to this risk. We expect that in the future the revenue will continue growing, but in single digits. I mean, in our view that the other revenue streams like ancillary revenue, it's currently almost the same size as advertising revenue. It will surpass in terms of the volumes advertising revenue. I think that advertising overall in all, advertising revenue is not kind of a core revenue for classifieds and because of different restrictions appearing and also much tougher competition from Facebook, Google, local news portals, et cetera. I think that we are, i n a way, we are lucky that it's very low. Percentage-wise very low revenue for BCG.
I'd just like to remind participants that if you would like to ask a question, you can type this in the questions tab above the slides on the webcast or press star one on the conference call. We have a question from the webcast from Mark Botner at [audio distortion]. First question is, what kind of take rate do you expect long term? You are more C2C oriented, whereas other regions, U.K. and Scandinavia, are more B2C. How is this comparable and what should investors expect? Second question, what kind of mix of C2C and B2C do you expect long term? Third question, how do you decide to pay out dividends, M&A, and share buybacks?
All right. One minute. Just not to forget any question.
I can remind it.
Um.
Would you like me to repeat the first one?
Actually, it would be good.
What kind of take rate do you expect long term? Are you more C2C oriented, whereas other regions, U.K. and Scandinavia, are more B2C. How is this comparable and what should investors expect?
All right. Thank you. In terms of the take rates, currently our take rates are far below compared to the international peers, currently around 2%-3%. We don't see any reason why in long term our take rates shouldn't be the same as in other, for example, international peers like, you know, mobile.de, Auto Trader, et cetera. I think that in long term we just see no fundamental reasons why we shouldn't reach that. However, the take rates yearly grows very slowly. Even when we are taking our pricing and product actions, we just slightly increase our take rates annually because the underlying market continue to grow. Either the number of transactions or the value of the transactions continue to grow. Our customers' wallets continue to grow.
Basically, with our pricing and product actions, only partly we affect or increase our take rates yearly. It's, I mean, still long time to go to reach the international peers. We want to reach international peers in the next five to seven years. It's a long way to go. That's correct. In our markets, bigger part consists of C2C and compared to international peers. However, B2C is growing faster. Like a year ago, our B2C revenue represented 43%. This year it's over 50% and C2C around 30%.
It's B2C, it's growing faster. In the long term, we envision that it will continue growing faster and basically the, h owever, we see that both lines will continue to grow, just B2C with higher growth rates. Why it happened maybe or why we have a bigger C2C part, it's just historically happened that you know we as the Baltics gained independence 30 years ago. Basically when we were a part of Soviet Union, it was illegal to do any business. Basically there were no kind of automotive dealers or real estate agencies. People just learn how to transact on their own and you know the industry started emerging in the late 2000s, let's say just some 20 years ago, when already everybody knew how to do transactions on their own. That's why it's far cheaper to do on your own.
That's why the people continue to transact and this part of the market will definitely continue in the future because, you know, it's from 10x - 100 x cheaper for individual to do the transaction on their own. Once the government institutions also support that by the digital products by allowing, for example, to register the car online, notaries helps to do a real estate transaction, so it will continue being the same.
The third part of the question, I will remind it. How do you decide to pay out dividends, M&A, and share buybacks?
All right. Lina, would you like to take that?
Thank you. As mentioned, yes, we are a highly cash generative business. What we are currently doing, for example, circling around a few targets and looking for targets to acquire. When we find that target, we might fund it either partly or wholly from cash. Currently, as it was stated in the prospectus, we actually intend to pay final dividend after financial year ends. Provided the leverage is below 2x, the board of course would start discussing additional mechanism as share buybacks as an additional mechanism to return cash to the shareholders. Again, it needs to make sense.
We should see what's the situation about the potential targets and whether cash could be used to acquire a target or maybe we need additional debt. Again, at certain point of time, we'll discuss that again and again.
Would you like me to read the second question from Mark?
Yes.
Okay. I'll move back to the conference call line. We have another question from William Packer at BNP Paribas. William, your line's open.
Hi there. I've got a couple more, and thought we might have time for them. Is that okay? Would you rather I get back in the queue?
As much as you want.
I'll take that as a yes or I didn't hear.
Yes.
I suppose there was kinda two more general questions I thought would be helpful to get an update on. One was, could you update us on the recent developments across your peers in the various geographies in which you operate? Is there anything notable in terms of accelerating marketing spend, new product launches, et cetera, or is the competitive backdrop broadly unchanged in the last six months or so? Secondly, there are a few important thematics emerging across global classifieds in the various sub-segments. I wondered if you could just update us on your product developments in those fields. I suppose vendor lead generation products in the Real Estate segment, digital retailing products in Auto, and payments and shipping in Generalist.
I realize that, you know, you kind of mentioned some stuff, but a kind of quick update on that would be helpful. Thank you.
All right. Thank you, Will. Maybe I will start about, you know, what's changed or not in our competitive landscape. Nothing has changed in our region. We don't see any emerging new competitors. Contrary, our lead in majority or in all biggest portals has increased. Nothing there to update. The situation, I would say, is unchanged. In terms of the new products, maybe we will share with Simonas the answer, but maybe I will start with vendor leads. Currently we are not developing this in Real Estate.
However, we are kind of looking how other companies are doing that and one of the reasons why we're not kind of developing it, that it's in a way kind of clashes with our C2C business part. Basically, basically kind of we don't have yet a very good reason to start doing that. With regards to digital retailing in automotive, we are actually very closely observing these models like Auto1 and other models in our region. I would say we are not rushing into this field because it's kind of very different field compared to the classifieds. Again, I guess we need a very good reason why we need to do that.
I think that as, you know, from the market position, we are in a very good position, because usually these type of products are developed, being developed in larger markets, and only later on they are copied or moved to smaller regions like Baltics. Basically, I guess, we have quite some time, you know, one to three years to make our mind what we do with these products. Currently those products are not being developed by any other company in the region, and we are positioned the best to do so. However, we need to just find a very good reason to be doing that. Simonas, would you like to take deliveries and payments?
Maybe first of all, there is the general trend that general classifieds introduce like buy now button, basically going into transactions. Actually we do have this kind of business model. We do have a proper marketplace in Estonia with the payments, with the escrow, with the shipments and so on. There is a constant discussion. We, in Estonia, we have marketplace. In Lithuania, we have just like regular classifieds. The thing is, introduction of marketplace would compete with our classifieds in Lithuania, right? We are not yet convinced should we do this because, you know, there, it involves a lot of complexity, you know, costs and then so on if you have a transactional platform. Again, you have to somehow compete with yourself. We monitor this trend.
We see what's happening in Prosus assets and in the Adevinta assets and so on. We'll see. When we will see the right moment, we can jump into this field. So far what we're doing, we already have deliveries, as you already know, which is also kind of closer to transaction things. We have car financing, which is also like a basically commission fee from the transaction of the car. Let's say experimenting or we do have some financing in the Real Estate as well. We're working with banks to polish the model. I think there is quite a lot of action going on. We don't want to be you know, to dive like into the waters which we are not sure we can swim in or it's worth to do it.
Thanks for the helpful color.
The next question on the conference call line comes from David Amira at Bank of America. David, your line is open.
Hi, everyone, and thanks for taking the question. It's just a quick one. With regards to the jobs vertical, can you just remind us how much of the revenue in that business is effectively based on annual contracts? Or in essence what's the proportion of that, the revenue there that's not necessarily recurring in nature? Just to try and get an understanding of how we should think about jobs into H2 and going forward more broadly. Thanks.
Right. Lina, would you like to, or should I?
I can do it.
All right.
Thank you. Basically, we don't have a very precise measurement for this. Basically based on our assessment, 60%-70% of clients and agreements are recurring. The other ones are either short-term or self-service. That's how we assess the proportion, if that answers.
That's really helpful. Thank you.
The next question from the webcast comes from John Palmer, a private investor. The report mentions paying a dividend for the full year. Can you give any guidance on how you decide the level of payout? Do you plan for twice yearly payouts thereafter?
Yes, I can take this one. As stated in the prospectus, actually the intention is to pay a full dividend after the financial year ends. It's gonna be 1/3 of adjusted net income. Starting the next year, the dividend payments will be split into two after a half year and then a final dividend. Split will be one third and two thirds accordingly.
It appears we have no further questions, so I'll hand the call back to you to conclude.
All right. Thank you very much for your attention and also for very good questions. Looking forward to meet you in person when we are announcing whole year results.
Thank you.
Thank you.
Bye.