Kilometre-Based Truck Toll 2026 – Costs, Data Effort and Transition Requirements

What’s Changing

Since 2026, kilometre‑based toll systems have replaced the previously common flat‑rate vignettes in many EU states. Billing is now based on the actual distance travelled, the vehicle class and the assigned CO₂‑emission class. In addition, some countries take into account air‑pollutant emissions and specific environmental components, making the tariff landscape considerably more differentiated. The European Electronic Toll Service (EETS) aggregates billing from various national systems via a central on‑board unit, but the responsibility for accurate vehicle data, classifications and documentation remains with the companies.

The tighter link between toll costs, route planning and vehicle selection turns toll management into a strategic decision layer. Companies will have to choose not only the cheapest route but also the lowest‑emission vehicle combination to optimise total cost. The new CO₂ classes can cause toll fees to vary significantly, meaning a Euro 6 truck is billed far cheaper than an older model. This development forces fleet and logistics managers to regularly review and adjust their fleet composition and deployment planning.

What It Costs

A concrete price or percentage for the new toll has not yet been published by the responsible authorities. Instead of fixed annual fees, billing now follows a multi‑tier model that combines travelled kilometres, the CO₂‑emission class and, where applicable, additional environmental factors. In practice this means that a high‑emission truck costs considerably more per kilometre than a low‑emission truck. Switching from a flat‑rate vignette to kilometre‑based billing can raise annual toll expenses by up to 30 % if no optimisation measures are taken. Companies should therefore model cost development using their own vehicle data to quantify the financial impact.

The cost mechanics can be roughly broken down into the following drivers:

• Travelled kilometres: base price per kilometre, varies by country and road segment.
• CO₂‑emission class: surcharges for higher emissions, discounts for low‑emission vehicles.
• Additional environmental components: air‑pollutant surcharges in heavily affected regions.
• EETS provider contract terms: service fees for the on‑board unit and data transmission.

What Breaks

The transition requires a comprehensive migration of vehicle master data into the respective toll systems. Many companies still rely on in‑house ERP or TMS solutions that are not automatically compatible with the EETS standard. Integrating new interfaces can cause temporary system outages, especially when data formats do not match or CO₂ classifications are incomplete. In addition, drivers and dispatchers need training on the on‑board unit, tying up additional training resources. Missing or incorrect data can lead to erroneous billing and large back‑payments, putting heavy strain on the finance department.

Another risk factor is potential downtime during the installation of on‑board units and connection to the EETS network. Companies that use subcontractors or rental vehicles must also ensure that all third parties provide correct vehicle data. Without uniform data quality, discrepancies can arise between reported and actually travelled kilometres, leading to disputes with national toll authorities. The transition therefore impacts IT departments, fleet management, procurement, controlling and the operational driver teams.

What a Switch Requires

A successful switch requires a structured project with clearly defined milestones. First, a data‑cleanup must be carried out to classify every vehicle unambiguously by manufacturer, type, licence plate and CO₂ class. This step typically takes 4‑6 weeks and involves fleet management as well as the IT department. Next comes the selection of an EETS provider, the procurement and installation of on‑board units, and the integration with the existing ERP or TMS system – a process that can take 2‑3 months depending on company size.

In parallel, training for drivers, dispatchers and the finance department should be scheduled to ensure proper handling of the new reporting and evidence obligations. Management must also incorporate the financial impact into budget planning and evaluate possible investments in lower‑emission vehicles. Overall, an effort of roughly 6‑9 months should be expected, with coordination between IT, fleet, controlling and procurement being critical to ensure a smooth transition.