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+ Flight Plan Fuel (fuel for route) XXX.XXX LBS
Flight Plan Fuel + 3.500 LBS = Total Fuel
 Total fuel = Enough fuel for route, 1h contingency (holding & taxi), problematic winds, alternate
fuel for 200nm and a minimum landing fuel (1h). Modify alternate value as needed.
 Load all wing tanks with same amount of fuel; outer tanks full  inner tanks  center tanks.
E-190 Fuel Planning Charts:
Flightplan MZFW Fuel Break Climb: Cruise: Descend:
Fuel only 89.947 lbs Consumed Release to 250 / 300 kt M 0.78 M 0.78
ISA, no Wind (lbs) Landing M 0.78 300 / 250 kt
E190 max. Range at MZFW: ≈ 1650 nm
Fuelburn (lbs) per hour ≈ 4350 Fuelburn per 1nm ≈ 9,67
Distance
(nm)
Payload * Fuel (lbs) at Fuel (lbs) at Fuel (lbs) at Fuel (lbs) at
% / lbs FL 290/300 FL 310/320 FL 330/340 FL 350 - 410
100**
100 / 28800
1867
≈ 97% of
FL290
≈ 94% of FL
290
≈ 91% of FL 290
200 2833
300 3800
400 4767
500 5733
600 6700
700 7667
800 8633
900 9600
1000 10567
1500 15400
1700 17333
After 1500nm Payload has to be traded for fuel. ***
2000 88,8 / 17660 20133 ≈ 97% of
FL290
≈ 94% of FL
290
≈ 91% of FL 290
2400 74,6 / 21560 24000
* Maximum Payload to MTOW (including pilots at 640lbs). (Max Fuel = 28596 lbs)
** For a distance of 100nm altitudes of 15000ft maximum are assumed.
*** Flying in higher altitudes - consuming less fuel - it is possible to carry the same payload over a
longer range with the trade-off between the fuel, range and payload affecting the aircraft
after a longer distance.
Basic Operating Weight (OEW) 061.112 LBS
Fuel planning notes E190:
= Zero Fuel Weigh (ZFW) XXX.XXX LBS (max 089.949 LBS)
+ Payload (passengers & cargo) XXX.XXX LBS
+ Minimum Landing Fuel 001.250 LBS
+ Alternate Fuel (200nm distance) 002.000 LBS
= Planned Landing Weight (PLW) XXX.XXX LBS (max 094.799 LBS)
+ Contingency Fuel (holding, taxi, etc.) 001.250 LBS
= Planned Takeoff Weight (PTOW) XXX.XXX LBS (max 110.893 LBS)
+ Flight Plan Fuel (fuel for route) XXX.XXX LBS
Flight Plan Fuel + 4.500 LBS = Total Fuel
 Total fuel = Enough fuel for route, 1h contingency (holding & taxi), problematic winds, alternate
fuel for 200nm and a minimum landing fuel (1h). Modify alternate value as needed.
 Load all wing tanks with same amount of fuel; outer tanks full  inner tanks  center tanks.

Annual Report 2007 GKN plc 5
Committed to growth
GKN has made excellent progress in 2007.
Strong contributions from Driveline and Aerospace helped
the Group deliver another year of increased sales and a
significant improvement in profits and earnings per share.
Our strategic restructuring programme has been
concluded, repositioning our Automotive and Powder
Metallurgy businesses to take advantage of high growth
markets and enabling them to compete from a lower
cost base.
Exceptional levels of new business have been secured
across the Group, giving us continuing confidence in our
ability to increase market shares and grow revenues.
GKN technology has contributed to a number of customer
product breakthroughs in the automotive, off-highway
and aerospace sectors. They will provide value to GKN
shareholders for many years to come.
And GKN people all over the globe have gone that extra
mile to support a major social responsibility programme
— GKN Mission Everest.
Dedicated to perform
Our Driveline businesses made a strong recovery from a
difficult 2006 second half.
Global automotive production grew by 5.3% in 2007 and
our restructured and revitalised Driveshaft business was
able to take full advantage of its excellent market
positioning. Sales and profits improved markedly and the
division won over 80% of global driveshaft business
sourced externally, with the level in the emerging markets
of Asia Pacific and South America even higher.
Demand for our torque products was also strong,
particularly in the growing Asian sports utility vehicle
market and a number of important high volume
programmes were won in Asia, Europe and North America.
Powder Metallurgy suffered from higher input costs and
significantly lower North American demand for
components for large V8 engines. Two planned plant
closures completed in the second half created operational
disruption which also impacted profitability. So, although
sales revenues showed growth, profits were slightly down.
With restructuring now complete, strong order books and
　
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