8-K

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

FORM 8-K

CURRENT REPORT

Pursuant to Section 13 or 15(d) of

the Securities Exchange Act of 1934

Date of Report (Date of earliest event reported): October 3, 2006

Alcan Inc.

(Exact name of Registrant as specified in its charter)

 Canada

(State or other jurisdiction of incorporation) 

1-3677	Inapplicable
Commission File Number	(I.R.S. Employer Identification No.)

 1188 Sherbrooke Street West, Montreal, Quebec, Canada H3A 3G2

 (Address of principal executive offices, including postal code)

 (514) 848-8000

 (Registrant's telephone number, including area code)

Check the appropriate box below if the Form 8-K filing is intended to simultaneously satisfy the filing obligation of the registrant under any of the following provisions:

[   ]      Written communications pursuant to Rule 425 under the Securities Act (17 CFR 230.425)

[   ]      Soliciting material pursuant to Rule 14a-12 under the Exchange Act (17 CFR 240.14a-12)

[   ]      Pre-commencement communications pursuant to Rule 14d-2(b) under the Exchange Act (17 CFR 240.14d-2(b))

[   ]      Pre-commencement communications pursuant to Rule 13e-4(c) under the Exchange Act (17 CFR 240.13e-4(c))

Item 7.01    REGULATION FD DISCLOSURE.

Alcan Inc. (''Alcan'' or the ''Company'') held its annual investor workshop on October 3, 2006. Alcan's President and Chief Executive Officer, Richard B. Evans, provided opening remarks, followed by members of Alcan's senior management, who discussed the Company's business units and financial performance. The slides presented during the workshop are attached hereto as Exhibit 99.1 to 99.7 and are incorporated by reference.

The Company has also issued a press release announcing its intention to establish a share repurchase program, attached hereto as Exhibit 99.9.

The information included in Exhibits 99.1 to 99.9, shall not be deemed to be "filed" for purposes of Section 18 of the Securities Exchange Act of 1934, as amended (the "Exchange Act"), or otherwise subject to the liability of that section, and shall not be incorporated by reference into any registration statement or other document filed under the Securities Act of 1933, as amended, or the Exchange Act, except as shall be expressly set forth by specific reference in such filing.

Forward-Looking Statements

Statements made in the exhibits hereto which describe the Company's or management's objectives, projections, estimates, expectations or predictions of the future may be "forward-looking statements" within the meaning of securities laws, which can be identified by the use of forward-looking terminology such as "believes," "expects," "may," "will," "should," "estimates," "anticipates" or the negative thereof or other variations thereon.  The Company cautions that, by their nature, forward-looking statements involve risk and uncertainty and that the Company's actual actions or results could differ materially from those expressed or implied in such forward-looking statements or could affect the extent to which a particular projection is realized.  Important factors which could cause such differences include global supply and demand conditions for aluminum and other products, aluminum ingot prices and changes in raw materials' costs and availability, changes in the relative value of various currencies, cyclical demand and pricing within the principal markets for the Company's products, changes in government regulations, particularly those affecting environmental, health or safety compliance, economic developments, relationships with and financial and operating conditions of customers and suppliers, the effects of integrating acquired businesses and the ability to attain expected benefits and other factors within the countries in which the Company operates or sells its products and other factors relating to the Company's ongoing operations including, but not limited to, litigation, labour negotiations and fiscal regimes. Reference should be made to the Company's most recent Quarterly Report on Form 10-Q or Annual Report on Form 10-K for a list of factors that could cause such differences.

Item 9.01     FINANCIAL STATEMENTS AND EXHIBITS.

(c)	Exhibits
	99.1	Slides of Presentation by Richard B. Evans, President and Chief Executive Officer of Alcan Inc.
	99.2	Slides of Presentation by Michael Hanley, Executive Vice President and Chief Financial Officer, Alcan Inc.
	99.3	Slides of Presentation by Carmine Nappi, Director, Industry Analysis, Alcan Inc.
	99.4	Slides of Presentation by Christel Bories, Senior Vice President, Alcan Inc., President and Chief Executive Officer, Alcan Packaging.
	99.5	Slides of Presentation by Michel Jacques, Senior Vice President, Alcan Inc., President and Chief Executive Officer, Alcan Engineered Products.
	99.6	Slides of Presentation by Jacynthe Côté, Senior Vice President, Alcan Inc., President and Chief Executive Officer, Alcan Bauxite and Alumina.
	99.7	Slides of Presentation by Cynthia Carroll, Senior Vice President, Alcan Inc., President and Chief Executive Officer, Alcan Primary Metal.
	99.8	Press Release of Alcan Inc. dated September 27, 2006
	99.9	Press Release of Alcan Inc. dated October 3, 2006

2

SIGNATURES

Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned hereunto duly authorized.

	ALCAN INC.
BY:	/s/ Roy Millington
	Roy Millington
	Corporate Secretary

Date: October 3, 2006

3

EXHIBIT INDEX

Exhibit	Description
Number
99.1	Slides of Presentation by Richard B. Evans, President and Chief Executive Officer of Alcan Inc.
99.2	Slides of Presentation by Michael Hanley, Executive Vice President and Chief Financial Officer, Alcan Inc.
99.3	Slides of Presentation by Carmine Nappi, Director, Industry Analysis, Alcan Inc.
99.4	Slides of Presentation by Christel Bories, Senior Vice President, Alcan Inc., President and Chief Executive Officer, Alcan Packaging.
99.5	Slides of Presentation by Michel Jacques, Senior Vice President, Alcan Inc., President and Chief Executive Officer, Alcan Engineered Products.
99.6	Slides of Presentation by Jacynthe Côté, Senior Vice President, Alcan Inc., President and Chief Executive Officer, Alcan Bauxite and Alumina.
99.7	Slides of Presentation by Cynthia Carroll, Senior Vice President, Alcan Inc., President and Chief Executive Officer, Alcan Primary Metal.
99.8	Press Release of Alcan Inc. dated September 27, 2006
99.9	Press Release of Alcan Inc. dated October 3, 2006

4

EX-99

Alcan Investor Workshop

Toronto, October 3, 2006

Dick Evans

President and CEO

^©2006  ALCAN  INC.Slide 2

Statements made in the course of this presentation which describe

the Company's or management’s objectives, projections, estimates,
  expectations or predictions may be "forward-looking statements"
within the meaning of securities laws.  All statements that address the
Company's expectations or projections about the future including
statements about the Company's growth, cost reduction goals,
operations reorganization plans, expenditures and financial results
are forward-looking statements.  nature, forward-looking statements involve risk and uncertainty and
actual actions or results could differ materially. Reference should be
made to the most recent Form 10-Q or 10-K for a summary of
factors that could cause such differences. In addition, certain
non-GAAP measures are used which are reconciled to the
comparable GAAP measures herein or on the Company’s website at
www.alcan.com in the “Investors” section.

 Forward Looking Statements

^©2006  ALCAN  INC.Slide 3

A premier global investment, partner of choice, and provider

of materials and technology-based solutions committed to
the success of our shareholders, customers, employees and
the communities in which we operate. 

n

 Long-term TSR in top quartile of S&P materials index

n

 Leading positions in attractive sectors

n

 Superior reputation among diverse global stakeholders

Clear Vision

^©2006  ALCAN  INC.Slide 4

n

Modern, Low Cost Assets

n

Leading Market Positions and Strong Customer Relationships

n

Integrated Management System (AIMS)

n

Advanced Technology

n

Recognized Leader in Sustainability

Many strengths to build on

Advantaged Platform

^©2006  ALCAN  INC.Slide 5

Assets by Business

Upstream:  60%     Downstream: 40%

Assets by Geography

Global  Presence

As at June 30, 2006

Effective Diversification

^©2006  ALCAN  INC.Slide 6

Proven Management System

CI

EHS

First

VBM

People

Ø

  VBM guiding methodology

Ø

Steadily improving EHS

performance

Ø

Accelerating CI benefits

Ø

New people component

AIMS

^©2006  ALCAN  INC.Slide 7

Build Selectively on Core Strengths 

Ø

secure long-term alumina position

Ø

accelerate development of primary pipeline

Ø

fully leverage AP technology

Ø

develop adjacent growth opportunities

- products/markets

- geography

Ø

explore potential new platforms

Focused Strategy

^©2006  ALCAN  INC.Slide 8

Maintain Discipline

Ø

ROCE through the cycle

- Capital Allocation

- Portfolio Optimization

- Cost Control

Ø

Emphasis on cash 

Focused Strategy

^©2006  ALCAN  INC.Slide 9

n

Bauxite & AluminaGove, Alumar, Guinea, Ghana

n

Primary MetalSohar, Kitimat, Coega, Iceland

n

Engineered ProductsAerospace, Composites, Adjacencies

n

PackagingDeveloping economies

High-growth market segments 

Attractive Growth Options

^©2006  ALCAN  INC.Slide 10

* Assumes currency and metal at forward rates as of September 2006

Annual Cash Flow from Operations ($M)

$/t

$B

2006-08 outlook based on forward rates*

Financial Strength

^©2006  ALCAN  INC.Slide 11

Spot and Australian export prices

Spot

Aus. Export Price

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

San Ciprian

Aughinish

Worsley

Alumina

oversupply

High metal

prices

Hurricane

Eastern block

sell-down

Hurricane

Gramercy

explosion

Structural

tightness

(China)

Alunorte

Source: CRU

Alumina Price Evolution

^©2006  ALCAN  INC.Slide 12

n

China Impact?

Ø

Smelter re-starts being absorbed

Ø

Annual demand growth still exceeding supply growth 

Ø

Primary metal exports down 10% YTD

n

Physical Demand Remains Strong

Ø

Global market outlook for 2007 near balance

Sound Aluminum Fundamentals

^©2006  ALCAN  INC.Slide 13

EX-99.2

Michael Hanley

Executive Vice President and Chief Financial Officer

Alcan Investor Workshop

Toronto, October 3, 2006

^©2006  ALCAN  INC.Slide 2

Statements made in the course of this presentation which describe

the Company's or management’s objectives, projections, estimates,
  expectations or predictions may be "forward-looking statements"
within the meaning of securities laws.  All statements that address the
Company's expectations or projections about the future including
statements about the Company's growth, cost reduction goals,
operations reorganization plans, expenditures and financial results
are forward-looking statements.  nature, forward-looking statements involve risk and uncertainty and
actual actions or results could differ materially. Reference should be
made to the most recent Form 10-Q or 10-K for a summary of
factors that could cause such differences. In addition, certain
non-GAAP measures are used which are reconciled to the
comparable GAAP measures herein or on the Company’s website at
www.alcan.com in the “Investors” section.

 Forward Looking Statements

^©2006  ALCAN  INC.Slide 3

Well Positioned for Profitable Growth

Agenda

n

Business Context

n

Performance Against Targets

n

Business Process Excellence

n

Risk Management

n

Capital Allocation

n

Investment Thesis

^©2006  ALCAN  INC.Slide 4

Business Context

Portfolio Optimization

^©2006  ALCAN  INC.Slide 5

	2004 vs. 2003	2005 vs. 2004	2006 Forecast vs. 2005
	%
Aluminum	+21	+10	+35
Currencies
CAD	+7	+7	+7
AUD	+12	+3	-2
Euro-like	+9	-	+1
Input Costs
Resins	+18	+15	+15
Oil	+33	+41	+19
Caustic	-14	+150	-4
Coke	+10	+21	+2
Gas	+12	+46	-22

Business Context

Margins Expanding With Favourable 2006 Trends

^©2006  ALCAN  INC.Slide 6

Metric	Target	1H-06	2005
Return on capital employed (1)	Cover COC by 2008	13.5% (2)	6.7%
Operating EPS growth (3)	15% / year	76%	39%
Cash from continuing operations	Min. $2B from 2006	$1.1B	$1.5B
Debt to Capital	35%	35%	40%

Performance Against Targets

⁽¹⁾  Operating – see definition in Appendix

⁽²⁾  Annualized

⁽³⁾  Trailing 4 quarters adjusted for spin-off of Novelis

Note: Targets based on 5-year plans and

forward rates for currency and metal as at
September 2005

^©2006  ALCAN  INC.Slide 7

ROCE*  (%)

Operating EPS

(US$ / share)

CAGR = 17%

Note: 2001-2004 results include Novelis

CAGR = 15%

Earn cost of

capital by 2008

15% growth per

year

Performance Against Targets

* See definition

in Appendix

^©2006  ALCAN  INC.Slide 8

Cash from

Operations
(US$M)

Debt to Capital

(%)

Note: 2001-2004 results include Novelis

Minimum $2b

starting in 2006

35%

Performance Against Targets

^©2006  ALCAN  INC.Slide 9

Business Process Excellence

Controllable Value Drivers

An update on progress from last year…

n

  BGP margin improvement

n

  Procurement excellence

n

  Continuous improvement

n

  SG&A optimization

n

  Working capital management

n

  Capital spending management

^©2006  ALCAN  INC.Slide 10

Business Process Excellence

SG&A Expenses

Ø

Comprehensive, focused cost

management program in place

Ø

Clearly defined strategies to reduce costs

over next 2-3 years

Ø

Progress already made toward target of

6% of revenues by end of 2007 (2005:
6.9%, 2006 ytd: 6.3%)

Continuous Improvement

Ø

A potential additional $100 M in projects

underway

Ø

400 active black belts trained or in training

Ø

2600 green belts trained or in training

Ø

400 executives trained as yellow belts

Implemented Projects

^©2006  ALCAN  INC.Slide 11

Business Process Excellence

Working Capital Management

Capital Expenditure Management

Ø

Disciplined management:

•

positive trend in days working capital

•

working capital down in 2005 despite

high aluminum prices

Ø

First half of 2006 reflects normal

seasonal build up and high aluminum
prices

Ø

Sustaining capex signficantly below

depreciation

Ø

Sustaining capex continues to be subject

to discliplined process

^©2006  ALCAN  INC.Slide 12

Measurement

Strategy

definition

Strategy

execution

Compliance

monitoring

“Cash flow at risk” methodology

n

Gross and net exposures

n

Scenario simulations

n

Acceptable cash flow volatility

n

Risk Management Committee

n

Board of Directors

n

Executive Committee/Board of Directors: portfolio

composition

n

Business Groups: operations

n

Corporate Finance: capital structure, insurance, derivatives

n

Risk Measurement and

Control Group

n

Internal audit

n

Business Group Finance

Directors

A Complete and Integrated Process

Risk Management

^©2006  ALCAN  INC.Slide 13

Risk Management

Key Relative Cash Flow Exposures

CAD

Gas

Aluminum

Oil

Euro-li
ke

AUD

Pitch

Caustic

Coke

Alumina

Ø

Aluminum represents over 50% of

Alcan’s total cash flow exposure

Ø

Canadian dollar, Australian dollar and

Euro-like currency exposures combined
are also significant…

Ø

However, currency correlation with LME

provides some degree of “natural” cash
flow volatility reduction.

^©2006  ALCAN  INC.Slide 14

Risk Management

Hedged and Fixed-Price Sales

Ø

Change in approach in late 2005

Ø

Previous approach maintained a degree

of LME hedged sales plus “natural” fixed
price sales obtained through normal
business operations

Ø

Current approach maintains only “natural”

fixed price sales as they are entered into
during normal course of business

Ø

LME hedged sales run out by 2008

Ø

Weighted average price of remaining LME

hedged sales is around $1,750/t

Ø

Average maturity of fixed price sales

around 2-3 quarters

2006-7

2008

Sale type as % of primary production

75%

LME 3-mnth +

Premia

15%

Fixed Price Sales

10%

85%

15%

LME Hedged Sales

^©2006  ALCAN  INC.Slide 15

Operating

Cash Flow
less
Sustaining
Capital

Growth

Initiatives

Return to

Share-hold
er

B/S

Streng-then
ing

Organic

M&A

Dividends

Share

Buybacks

Debt

Reduction

Pensions

Balancing Profitable Growth, Shareholder Returns and a Strong Balance

Sheet

Capital Allocation

^©2006  ALCAN  INC.Slide 16

Well Positioned for Profitable growth

Alcan Investment Thesis

n

Modern and cost efficient upstream assets

Ø

Opportunities to reach and maintain 1st quartile positions

Ø

Technology and power advantages

n

Downstream businesses in profitable markets with competitive

positions

Ø

Significant margin improvement potential

Ø

Leading technology and market positions in selected segments

n

Financial strength and flexibility to pursue profitable growth without

compromising financial and capital allocation discipline

n

Proven track record in managing for value

^©2006  ALCAN  INC.Slide 17

APPENDIX

^©2006  ALCAN  INC.Slide 18

	Change in Full Year Average	NI ($M)	EPS ($/share)
Aluminum	+US$100/mt	$170	$0.45
Currency
CAD	+US$0.10	$(110)	$(0.29)
European	+US$0.10	$(56)	$(0.15)
AUD	+US$0.10	$(40)	$(0.11)

Key Economic Sensitivities

^©2006  ALCAN  INC.Slide 19

Income =

Operating earnings

+ Minority interest

+ Interest (after-tax)

Average Capital Employed =

Total debt and borrowings

+ Net deferred income taxes

+ Minority interests

+ Preference shares

+ Common shareholders’ equity

Return on Capital Employed Definition

^©2006  ALCAN  INC.Slide 20

EX-99.3

Carmine Nappi

Director - Industry Analysis

Alcan Investor Workshop

Toronto, October 3, 2006

^©2006  ALCAN  INC.Slide 2

Statements made in the course of this presentation which describe

the Company's or management’s objectives, projections, estimates,
  expectations or predictions may be "forward-looking statements"
within the meaning of securities laws.  All statements that address the
Company's expectations or projections about the future including
statements about the Company's growth, cost reduction goals,
operations reorganization plans, expenditures and financial results
are forward-looking statements.  nature, forward-looking statements involve risk and uncertainty and
actual actions or results could differ materially. Reference should be
made to the most recent Form 10-Q or 10-K for a summary of
factors that could cause such differences. In addition, certain
non-GAAP measures are used which are reconciled to the
comparable GAAP measures herein or on the Company’s website at
www.alcan.com in the “Investors” section.

 Forward Looking Statements

^©2006  ALCAN  INC.Slide 3

Smelter Production

Restarts MINUS :

Permanent Closures

and/or

Idled Capacity

Expansions:

Brownfields

Greenfields

GLOBAL

SUPPLY

Exchange Rates

Inventories:

LME

IAI

Comex

Other

LME PRICE

GLOBAL

DEMAND

Intensity of

Use

Industrial

Production

(Market Activity)

^*

^*

ġD  = ġIP + ġIU

Building Blocks of Aluminum Industry Analysis

^©2006  ALCAN  INC.Slide 4

Aluminum Consumption

Consumption is sensitive to variations in industrial production

^©2006  ALCAN  INC.Slide 5

Aluminum’s position in many end-use markets boosted by recent

prices for competing materials

Demand Growth = Growth in IP and IU

^©2006  ALCAN  INC.Slide 6

CHINA Aluminum

Apparent
Consumption*
Growth Rate

*  Does not take into account changes in Chinese producers’

inventories 

China’s Aluminum Demand Growth

Ø

For the record, if a

region
representing 24%
of global
consumption grows
at around 20%/year,
this adds +1.6Mty
to global demand.

IP and IU Explain China’s Robust AL Demand Growth

IP and IU explain China’s robust aluminum demand growth rate

^©2006  ALCAN  INC.Slide 7

China Aluminum Production Growth

^©2006  ALCAN  INC.Slide 8

Comparative Capacity and

Production

Western World

Ø

Y/Y:    +17.6%

Ø

YTD:  +17.5%

China

^©2006  ALCAN  INC.Slide 9

China’s Production Drivers and Constraints

n

Higher AL prices

n

Lower Al₂0₃ tariffs

n

Need to stimulate

employment at the
provincial level.

n

Alumina prices

and capacity

n

Electricity prices

and capacity

n

Lower aluminum tariffs

n

Lower scrap tariffs

n

Cancelled VAT rebate on ingot exports

and  lower rebates on semis exports

n

Higher environmental standards

n

Higher market interest rates

n

5% export tax

n

Increased political pressure

_{Increased Production}

_{Reduced Production}

Our view has not changed

^©2006  ALCAN  INC.Slide 10

n

Additional political pressure from the central government

now threatening to remove any provincial officials for
approving unauthorized projects. 

n

The governor of Inner Mongolia and his two deputies have

been publicly criticized for failing to stop billions of Yuan of
investment into unauthorized power stations, another
sector controlled by Beijing.

Increased Political Pressure

^©2006  ALCAN  INC.Slide 11

Impact on Operating Cost Curve 

*  The increase in alumina production has pushed up bauxite imports to 5.5Mt during the first 8

months of 2006.  In August, bauxite imports totaled 1.1Mt, more than the whole of 2004.

Major Change in Bauxite/Alumina Sector

Chinese Monthly Bauxite Imports*, Alumina

Imports and Production   

^©2006  ALCAN  INC.Slide 12

YTD = 478kt

-9.5%

Primary Aluminum Exports Down 10% Y/Y

Net unwrought aluminum exports

^©2006  ALCAN  INC.Slide 13

China  - Scrap Imports and Semi-fabricated

Aluminum Exports

Net Scrap Imports

Net Exports of Semis

^©2006  ALCAN  INC.Slide 14

Looking Forward . . .

n

There is still a potential for smelter closures during the next 2-3

years, mainly in Europe and USA, due to the renegotiation of power
contracts.

n

Expansions: 

    World Excluding China

n

Depending on the right input-output prices combination, some of

the idle capacity in China, US Pacific Northwest or Africa could be
restarted.

B = Brownfield

G = Greenfield

^©2006  ALCAN  INC.Slide 15

26,150

+2.5%

24,600

+1.9%

25,400

+ 3.3%

700

500

25,900

+1.5%

Inventory Change

Net Imports from

China

Supply (excl. China)

Demand (excl. China)

2007

Global Primary Aluminum Metal Balance

600

-300

25,500

+3.0%

2006

25,400

+3.3%

+200

Bear Case

-250

Bull Case

^©2006  ALCAN  INC.Slide 16

APPENDIX

^©2006  ALCAN  INC.Slide 17

US

Japan

EU Big 4

China

(24% of 2006 Global

Consumption)

(19%)

(7%)

(12%)

Industrial Production

Main Aluminum Consuming Regions

^©2006  ALCAN  INC.Slide 18

World Supply & Demand

Global Demand

^©2006  ALCAN  INC.Slide 19

LME Inventories

Total Reported

Unwrought
Inventories

YTD: -152kt

Inventories

Inventories as Weeks of Shipments

^©2006  ALCAN  INC.Slide 20

Prices and Premiums

LME 3-Mos Daily Price

Local Market Premiums

^©2006  ALCAN  INC.Slide 21

EX-99.4

Alcan Investor Workshop

Toronto, October 3, 2006

Christel Bories

President and CEO – Alcan Packaging

^©2006  ALCAN  INC.Slide 2

Statements made in the course of this presentation which describe

the Company's or management’s objectives, projections, estimates,
  expectations or predictions may be "forward-looking statements"
within the meaning of securities laws.  All statements that address the
Company's expectations or projections about the future including
statements about the Company's growth, cost reduction goals,
operations reorganization plans, expenditures and financial results
are forward-looking statements.  nature, forward-looking statements involve risk and uncertainty and
actual actions or results could differ materially. Reference should be
made to the most recent Form 10-Q or 10-K for a summary of
factors that could cause such differences. In addition, certain
non-GAAP measures are used which are reconciled to the
comparable GAAP measures herein or on the Company’s website at
www.alcan.com in the “Investors” section.

 Forward Looking Statements

^©2006  ALCAN  INC.Slide 3

AP Sales

Packaging Market

Western

Europe

North

America

Emerging

Countries

Japan

Western

Europe

North

America

Emerging

Countries

Alcan Packaging Sales ($6bn)

Tobacco 7%

Ø

Globally, Alcan is the #1 supplier to all these

markets

GDP Real Growth Rate in 2005

W.Europe

USA

Russia

India

China

+1,5%

+3,5%

+5,9%

+7,1%

+9,9%

Value-added Packaging is Our Specialty

^©2006  ALCAN  INC.Slide 4

We are operating in structurally growing, profitable market segments

Market Growth

Market size

= 1 bn$

-10%

-5%

0%

5%

10%

15%

-3%

-1%

1%

3%

5%

7%

9%

Food Asia

Pharma

Beauty

Tobacco

Food Americas

Food Europe

Business Environment & Competitive

Position

^©2006  ALCAN  INC.Slide 5

During a period of intense input cost pressure and

challenging market conditions, we are successfully building a greatly improved platform that positions us favorably for the future.

From this improved platform, we will accelerate

the pace of growth leading to enhanced value creation going forward.

Alcan Packaging

^©2006  ALCAN  INC.Slide 6

We have experienced a dramatic rise in our raw material prices since 2004.

The trend has been flatter in 2006 for resins, though not for aluminum.

Chart based on nominal

prices

 LDPE resin price

increased by 70%
since 2002

Raw material purchases

Business Environment & Competitive Position

Evolution of Raw Material Prices

^©2006  ALCAN  INC.Slide 7

Unprecedented rise in raw material prices significantly squeezed industry

margins

Ø

 Average EBITDA margin decline of 3.7% from the peak of 2002, and 2.2% from the more

average years of 2001 & 2003

Ø

Weakening economic conditions, especially in Europe, have also been a significant factor

contributing to declining margins over the period 2002-2005

Bemis, Sealed Air, Winpak, Huhtamaki, Amcor, Alcan

Packaging

NA Flexibles Industry – 2001-2005

Global Packaging Companies – 2001-2005

Source: Harris Nesbitt, May 2006

Business Environment & Competitive

Position
Effect of Cost Pressures since 2002

^©2006  ALCAN  INC.Slide 8

582

36

50

145

100

(290)

623

$300

$400

$500

$600

$700

$800

$900

$M

Variance = +41M$

Comments

>

Volume  growth achieved in a

difficult and competitive business
environment.

>

Successive waves of raw material

and energy price increases
resulting in an  unprecedented escalation of input costs

>

Price/Mix reflecting tough pass

through policy partly offset by competitive price erosion

>

Large cost reductions achieved

in excess of inflation manufacturing and fixed cost
reductions as well as purchasing
savings.

Business Environment & Competitive

Position
BGP Variance*

* BGP excluding restructuring charges

Compared to an industry decline of 2.2%, Alcan Packaging has been

successful in maintaining margins

^©2006  ALCAN  INC.Slide 9

… Our margins have been relatively more resistant to cost pressures,

due to significant progress in strategy implementation.

Strategic Progress

n

Setting  Operating Excellence as a foundation of our success

n

Rationalization  of our portfolio

n

Focus on growing and attractivemarket segments

^©2006  ALCAN  INC.Slide 10

Setting Operating Excellence as a foundation of our success

Strategic Progress – Operating Excellence

n

Best in class EHS

Ø

56% fewer accidents over 2 years (05 vs 03). YTD RC at 1.10 (end of H2/06)

n

Fewer plants, larger operations, more specialized by product and

technology

Ø

40 plants less since 2004 (with fewer in Western countries and increased presence in

emerging economies). Average revenue by plant increased by 15%

n

Part of the business in low cost areas

Ø

From 12% in 04 to 17% of the sales now (06 forecast)

n

New operating models in line with customer needs

Ø

Creation of centres of excellence: e.g. NA Flex, Labels, European Dairy, …

n

Deployment of CI as a way to leverage our size (best practice sharing)

Ø

Target: $72m annual EVA savings in 2006

n

Deployment of good management systems

Ø

Increased procurement leverage through key initiatives

§

Savings 2004-6 : $144m

§

LCC sourcing supported by new focused teams

Ø

Working capital best practices being implemented

§

Days of Sales Outstanding = 13 days (-19%) reduction since start of 2004

^©2006  ALCAN  INC.Slide 11

Food Europe: Rub-on Tattoos

Sales $5m, 28 people,
1 site in Spain

Global Tobacco*  Print Finishing

Sales $50m. 406 people, 23 sites in UK

Global Beauty: Aluminium  Tubes

Sales $85m. 780 people, 3 sites: Fr,
Cz, Italy

Global Beauty :  Bottles (for Personal Care)

Sales $30m. 312people, 2 sites in France

Food Americas*:PET BottlesSales $50m. 90 people,

1 site in UK

Global Tobacco*  Steel Cans

Sales $70m. 310 people, 1 site in UK

* Although part of the Global Tobacco sector for management reasons, the

businesses of Print Finishing and Steel Cans were serving almost entirely
non-tobacco markets.

Divestments Announced &

Completed (Sept YTD 2006): Total Sales:              $615M

 Total sites:                42

Food Plastic Bottles, North America:

Sales $130M, 495 people,  3 sites

Food Flexible

Sales $30m, 152

people
1 site in Spain

Strategic Progress – Portfolio Rationalization

Exit Mature and Non-Profitable Segments

Beauty: Aerosols

Sales $ 100m, 593 people

5 sites in FR, SP, UK, CZ

Beauty: Deo-stick

Sales $15m, 184 people 1 site in France

Global Beauty :Mass-Market CompactsSales $25m. 115 people,

1 site in Italy

^©2006  ALCAN  INC.Slide 12

n

Allocate our money & effort to growing segments where we can

sustain a competitive advantage

Ø

Some significant progress: 5 greenfields, 7 acquisitions and some major

  investments in new capacities/capabilities

Ø

Growing part of our sales in emerging countries

n

Innovate with new business / service models

Ø

New market-focused models in Food Europe, China

n

Improve our product mix

Ø

Margin Management initiative: “Best Practice” focus on sales performance,

pricing. New skills and organization being deployed.

Strategic Progress - Growth

… re-aligning our portfolio towards growing and attractive market segments

^©2006  ALCAN  INC.Slide 13

Strategic Progress

Leveraging of Key Competitive Advantages

n

Strong relationships with most major customers

n

Greater purchasing leverage / selling power due to size and scope

n

Broad footprint allowing for capacity optimization

n

Increased flexibility in the portfolio (multiple product offering)

n

Existing platforms in emerging economies on which we can grow

n

Strong technical capabilities which can be leveraged across the

business

n

Ability to consolidate the market, supported by experience and

know-how regarding business integration

Ø

Financial strength to implement where value accretive

^©2006  ALCAN  INC.Slide 14

In less than 2 years, we have significantly altered our footprint

Western Countries

Emerging Countries

% of total revenues

Capex

88%

12%

262

58

Sales

$5.3 B

$ 0.7B

Number of plants

148

32

2004

83%

253

$4.9 B

103

2006

2004

17%

115

$ 1.0 B

37

2006

+98%

+43%

+16%

% 06/04

Capex as % sales

5%

8%

5%

12%

+98%

Sales by plant

36

23

48

26

+13%

+33%

-45

Strategic Progress – Change in the

Footprint

^©2006  ALCAN  INC.Slide 15

Extensive restructuring largely complete

80% of restructuring completed

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Strategic Progress – Restructuring

^©2006  ALCAN  INC.Slide 16

A much stronger platform for future performance than 2 years ago …

Strategic Progress

n

Better focused andbetter positioned portfolio

n

Stronger industrial platform with fewer, larger, more specialised

plants

n

Larger part of business ingrowing areas  and robust new project

pipeline

n

Strong, expert and diversifiedmanagement

^©2006  ALCAN  INC.Slide 17

During a period of intense input cost pressure and

challenging market conditions, we are successfully building a greatly improved platform that positions us favorably for the future.

From this improved platform, we can accelerate

the pace of growth leading to enhanced value creation going forward.

Alcan Packaging

^©2006  ALCAN  INC.Slide 18

Focus on Operational Excellence and Continuous Improvement continues to

be key to achieve profitable growth in a competitive environment

Our priority going forward is to leverage our global operations to

accelerate progress, for example;

Ø

LCC sourcing, e-procurement

Ø

Operational best practice sharing & lean manufacturing

deployment

Ø

Shared services and SG&A reductions

Ø

Margin management best practice

Ø

Technology transfers

Creating Further Value – Operational Excellence

^©2006  ALCAN  INC.Slide 19

We can derive substantial further value by accelerating organic growth …

n

“Continuing business” (excluding portfolio rationalisations) has been

growing 4% over the past 3 years, despite adverse packaging
environment.

n

Numerous success stories, including in Western countries, for example:

Ø

Meat and Dairy US = + 11% pa> Mexico =  + 22% pa

Ø

Labels NA = + 20% pa> China =  + 16% pa

Ø

Global Pharma Flexibles = + 7% pa

n

New focus on growth has fuelled our pipeline with many new attractive

projects, some of which have already commenced:

Ø

Greenfields = Australia (wine caps), USA (labels and tobacco packaging), Russia

(tobacco packaging and food), China (beauty)

Ø

Significant investments in Pharma Flexibles, in Europe and US (90MUS$) in the

past 2 years.

* Grow rates relate to 2004-2006

Creating Further Value – Organic Growth

^©2006  ALCAN  INC.Slide 20

Organic Growth – Examples

Alcan Global Pharmaceutical Packaging’s Pharma Center in Shelbyville,

Kentucky
is growing at a CAGR of 12% since 2002 (double the market growth rate)

Alcan Packaging Pharma

Center

>

The leading player in the North

American pharmaceutical flexible
packaging market.

>

The only dedicated pharmaceutical

flexible packaging facility in North
America.

>

$27.5M new investment will enable

Alcan to capture growth
opportunities.

A new drug delivery system for inhalable insulin is expected to

be a blockbuster product for our customer.  The drug, in powder
form, is packaged in complex Formpack^® package is a result of joint efforts between Alcan and the
pharmaceutical company.

^©2006  ALCAN  INC.Slide 21

We can derive substantial further value by accelerating acquisitive growth;

we have already identified several potentially attractive opportunities

n

Acquisitions  are important for the growth and development of our

business:

Ø

Quicker establishment of platforms in emerging countries

§

Avoid risks from ramp up of new facilities

§

Skilled local management to accelerate new projects

§

Enhances our market knowledge and commercial opportunities

Ø

Grow faster in attractive western market segments, without creating overcapacity

Ø

Consolidation of western market & synergies

n

Our focus is mid-size companies, specialised in market segments

that are attractive to us … and easy to integrate.

n

The Companies we are targeting are profitable companies with BGP

margins in line with our target.

Creating Further Value – Acquisitive

Growth

^©2006  ALCAN  INC.Slide 22

§

Acquisition of a strong base (120M$ in 2003,

leader in the market, profitable)

§

Retained good management

§

Capture local market growth (+7% p.a.)

§

Develop to the next level:

§

 Acquisition of a site in Northern Mexico to

serve the US market (Relapasa)

§

 Develop new projects with US

multinationals

§

 Leverage low-cost base

We have proven ability to successfully integrate acquisitions which drive

value

§

Started with a JV (65% of shares) of a sizeable

business (70 M$ in 2003)

§

Acquisition of the minority shares end of 2005

§

Kept former owner as General Manager and local

team

§

Develop new markets:

§

 New Greenfield for Beauty

§

 New BU for Pharma / product transfers

§

 Tobacco Market study

§

 Acquisitions list under review

  (De Quan acquisition complete)

Mexico

China

4 Sales +22% p.a.

Turnover $190m, 1350 employees

4 Sales +16% p.a.

Turnover $110m, 1200 employees

* Grow rates relate to 2004-2006

Creating Further Value

^©2006  ALCAN  INC.Slide 23

Despite a very difficult environment, our results are progressing

§

Margins have been impacted by:

§

  input cost pressure

§

  portfolio transformation costs

§

Good asset management led to

  ROCE improvement

§

Margin and ROCE will improve as

            input costs stabilize.

§

BGP margin target remains 15%

Financial Outlook

2005

ACT

End of June

2006

Op. BGP %

Margin

10.2%

10.1%

ROCE

bef. P/A

7.5%

10.4%

ROCE

aft. P/A

3.7%

4.9%

TARGET = + 1 pt ROCE per year

% Sales

in LCC

16.0%

17.0%

^©2006  ALCAN  INC.Slide 24

Summary

n

The substantial consolidation and optimization work performed over

the past 2 years has allowed us to cost pressures during that period

n

We have built a stronger platform that positions us favorably for

the future.

n

We can nowaccelerate the pace of growth leading to significant

further value creation.

^©2006  ALCAN  INC.Slide 25

APPENDIX

^©2006  ALCAN  INC.Slide 26

Our resin prices are strongly correlated to oil over the medium-term

Business Environment & Competitive Position

Evolution of Raw Material Prices

^©2006  ALCAN  INC.Slide 27

Our margins have been relatively more resistant to cost pressures, partly

due to implementation of our integration/synergy program.

Integration/Synergy Achievements

n

Integration 

Ø

Full alignment on AIMS throughout the organization

Ø

High degree of integration in all functional areas

n

Synergy Realization

Ø

VAW Flexpak integration complete, with target synergies of

  $45M captured

Ø

Pechiney integration completed, with actual savings ($148M)

well ahead of initial target ($115M)

Ø

7 Plants closed

^©2006  ALCAN  INC.Slide 28

Paris

Chicago

Singapour

Montréal

Paris

Bristol

We have in place a strong, decentralized and diversified management to

grow our business

Vice President

Information

Technology

Massimo

Spada

Vice President

& Business

Finance
Director

Keith Wilkins

President &

Chief Executive Officer

Christel Bories

Vice President

Procurement

Carlo Aversa

Vice President

HR & EHS

Michel Carnec

Vice President

Strategic

Planning & Bus.
Dev.

Adrian

Haughton

Vice President

Communicatio
ns

Colette

Chauvière

President

Global Beauty

Packaging

François Luscan

President

Food Packaging,

Europe

Michael Cronin

President

Global

Pharmaceutical
Packaging

Michael

Rubenstein

President

Food Packaging,

Americas

Ilene Gordon

President

Food Packaging,

Asia

Jean -Paul

Meausoone

President

Global Tobacco

Packaging

Ralf Wunderlich

Vice President

Continuous

Improvement &

Operational
Excellence

Colin Smart

HQ’s:

Paris

Chicago

Singapore

Montreal

Paris

Bristol

7 nationalities in the management team

Creating Further Value

^©2006  ALCAN  INC.Slide 29

EX-99.5

Alcan Investor Workshop

Toronto, October 3, 2006

Michel Jacques

President and CEO, Alcan Engineered

Products

^©2006  ALCAN  INC.Slide 2

Forward Looking Statements

Statements made in the course of this presentation which describe the

Company's or management’s objectives, projections, estimates,  expectations
or predictions may be "forward-looking statements" within the meaning of
securities laws.  All statements that address the Company's expectations or
projections about the future including statements about the Company's
growth, cost reduction goals, operations reorganization plans, expenditures
and financial results are forward-looking statements.  that, by their nature, forward-looking statements involve risk and uncertainty
and actual actions or results could differ materially. Reference should be
made to the most recent Form 10-Q for a summary of factors that could
cause such differences. In addition, certain non-GAAP measures are used
which are reconciled to the comparable GAAP measures herein or on the
Company’s website at www.alcan.com in the “Investors” section. 

^©2006  ALCAN  INC.Slide 3

Agenda

n

Laying a solid foundation

n

Group overview

n

An inter-connected network

n

Dressed for success

n

Competitive position

n

Enriching the portfolio

n

Driving operational excellence

n

Leveraging shared resources

n

Technology & innovation

n

Building on our strengths

n

Strategic intent

n

Aerospace

n

Specialty Sheet

n

Cable

n

Composites

n

Committed to maximizing value

n

Profitable growth

n

Financials

n

Summary

^©2006  ALCAN  INC.Slide 4

Value-based diversification

Cable

Extruded

Service Centers (ASC)

International Network (AIN)

Rolled Products Ravenswood

Specialty Sheet

Cable

Products

Composites

Aerospace, Transport & Industry

(ATI)

Automotive Solutions

2005

Sales (3^rd):  US$ 6.0bn

Employees: 15,000

Sites:           120

Countries:   32

2001

Sales (3^rd): US$ 1.6bn

Employees: 6,200

Sites:           30

Countries:   14

Layinga solid foundation

Engineered Products

^©2006  ALCAN  INC.Slide 5

Rapid expansion; greater scope and wider geographic footprint

Revenues by Geography - 2005

Third-Party Sales Revenues

$1.6

$5.5

$6.0

Layinga solid foundation

Engineered Products

^©2006  ALCAN  INC.Slide 6

Common technology/processes, supply chain and markets

Technology

and Processes

Supply

Chain

Markets,

Applications

Casting,Rolling,Extr.

Casting,Rolling

Casting,Extrusion

Casting,Plastics Extr.

Casting,Rolling

Plastics Extr.

Aero, Ind, Build,Trans

Aero, Auto, Trans, Ind

Aero, Auto, Trans

Auto, Building, Ind

Auto

Building, Trans, Ind

Energy, Building

Building, Energy, Trans

All markets

AIN

ASC

ATI

ARP (Ravenswood)

Specialty Sheet

Extrusions

Composites

Cable

Automotive Solutions

Layinga solid foundation

An Inter-connected Network

^©2006  ALCAN  INC.Slide 7

n

Important and valued customer relationships span BUs

n

Unique portfolio of complementary capabilities and products

n

Scale and scope to offer complete customer-specific solutions

n

Deep knowledge of the properties of aluminium and other light-weight

materials

n

Extensive international sales and distribution networks

n

World-class R&D facilities and technology networks to transfer best

practices

n

Alcan’s name, reputation and management systems (AIMS)

EP…greater than the sum of its parts

Layinga solid foundation

Dressed for Success

^©2006  ALCAN  INC.Slide 8

Aerospace

•

#1 in Europe, #2 in North America

•

World-class R&D and unique equipment

Specialty Sheet

•

#1 in European can stock

•

Advantaged manufacturing configuration

Cable

•

Strong market positions in North America

•

Substitution growth/innovative products

Composites

•

Brand leader

•

Unique portfolio and innovative products

Extrusions

•

#1 in hard alloys and large profiles in

Europe

•

Strong market positions in soft alloys

Good to excellent positions in most businesses

Revenues by Business Unit -2005

Key Market Positions

Layinga solid foundation

* Includes Ravenswood

Competitive Position

^©2006  ALCAN  INC.Slide 9

n

Acquisitions:

n

Composites (Baltek/Gatorcor - USA)

n

Distribution (Almet - Germany)

n

Building wire (Prewired Systems - USA)

n

Exits :

n

General distribution (France)

n

Air freight containers (Germany)

n

Automotive castings (Germany)

n

Roll-bond (France)

n

High-purity smelting & rolling (France)

n

Mass transport systems (Switzerland)

n

Cast plate (USA)

Putting Value Based Management into action

Enriching the Portfolio

n

Restructuring/Streamlining:

n

Combined Singen and Sierre extrusion

n

Focused automotive activities in Singen

on crash management systems

n

Optimized composites production in

Singen improving utilization,
competitiveness and customer service

n

Closed balsa mill in Ecuador and

improved productivity

n

Announced restructuring of aero

stringer business and closure of
Workington

Layinga solid foundation

^©2006  ALCAN  INC.Slide 10

Striving to be the best in all that we do – leveraging AIMS

n

EHS First– non-negotiable component of growth strategy

n

Fit for Future

n

Objective: accelerate pursuit of operational excellence

n

Focus on key operational levers

n

Structured approach, common language, shared methodologies, explicit

operational targets and monitoring of results

n

Leveraging Alcan’s CI system and tool box

n

80 initiatives launched with significant value creation

n

I2P – using the power of information to strengthen our competitive edge

Layinga solid foundation

Driving Operational Excellence

^©2006  ALCAN  INC.Slide 11

Sales and technology networks

Leveraging Shared Resources

Layinga solid foundation

n

Extensive sales and distribution network

n

Alcan International Network  - global reach, materials and market expertise,

  strong positions in chemicals and in Asia  - 32 locations serving 65 countries

n

Alcan Service Centers - linkage value for composites and plate; provides

access to smaller customers across Europe  - 33 locations in 11 countries

n

World-class R&D Centers

n

Unique know-how through two world-class R&D centers

n

Mandate: Innovation to offer new sustainable solutions to EP and its

customers

n

Roadmaps govern the development of business critical technologies.

^©2006  ALCAN  INC.Slide 12

Innovation.....as a source of growth

•

Continuing development has given a lead

position for 3rd generation Al-Li alloys.

•

New design concepts meet targets for cost

and weight reduction

Aluminum-Lithium Alloys

•

Co-development with customers’

engineering teams with a focus on
functional innovation has resulted in major
new orders:

Crash Management Systems

  Mercedes CL

  Citroën C4 Picasso

•

Customer focus and value innovation key

to identifying target applications in wind
energy, marine and road & rail markets.

Structural Composites

•

Prototyping, field

testing and scale up
are key capabilities.

•

Acquisition of a start-up company gives

access to new, externally developed
technology.

Building Wire Applications

•

Complements existing

value proposition in
feeder and distribution
cables.

Layinga solid foundation

Technology and Innovation

^©2006  ALCAN  INC.Slide 13

n

Continuing drive towards operational excellence

n

Streamlining and selective expansion of existing

businesses

n

Extension of geographic footprint

n

Move into adjacent activities

With a solid foundation …capitalize on most attractive growth options

Building on our strengths

Strategic Intent

^©2006  ALCAN  INC.Slide 14

A leading global supplier of aerospace products

Key Statistics

•

Sales revenues*: $1.4 B

•

Capital employed: $460 M

•

Sites: 9

•

Employees: 4,000

* 2005 3^rd party sales; all stats include Ravenswood

Competitive Position - Aerospace

•

Unique capabilities and equipment

•

Proprietary alloys, including Al-Li

•

Full offering: plate, sheet, hard-alloy

extrusions

•

Expanded capacity

•

Able to serve customers in all major markets

•

#1 supplier in Europe and #2 in NA

Aerospace Revenues by Market - 2005

Commercial

80%

Military

10%

Regional and

Business Jets

10%

Building on our strengths

Aerospace, Transportation & Industry

^©2006  ALCAN  INC.Slide 15

Ravenswood, USA

•

Capex: $29 million

•

20% increase in

plate capacity

•

Start-up: Aug to

Oct 2006

Issoire, France

•

Capex: $28 million

•

20% increase in

plate capacity

•

Commissioned

June 2006

Growing with our customers

Aircraft Plate Market

Building on our strengths

Aerospace Plate Expansions

^©2006  ALCAN  INC.Slide 16

Capitalizing on our unique capabilities and strong customer relations

Aerospace

Building on our strengths

n

Long-term supply agreements with Boeing, Airbus and other commercial

aircraft manufacturers

n

Newly signed multi-year agreement for heavy gauge plate for F-35 fighter

n

Increased plate capacity in Europe and North America to meet demand

n

Continuing R&D effort for 3rd generation aluminium-lithium solutions –

already the most active supplier

n

Development of specialized solutions for industrial plate and increased

capacity and branding efforts

n

Expansion opportunities in new geographic market

^©2006  ALCAN  INC.Slide 17

Competitive Position

•

Strong positions in key markets of

service cable, building wire and strip

•

Vertically integrated supply chain

•

World-class technical expertise

•

Excellent customer service

•

Innovative products

An integrated producer of rod, strip, wire and cable

Key Statistics

•

Sales revenues*: $618 M

•

Capital employed: $110 M

•

Sites: 8 

•

Employees: 1,000

*2005 3^rd party sales

Revenues by Market - 2005

Building on our strengths

Cable

^©2006  ALCAN  INC.Slide 18

Exploit growth opportunities resulting from material substitution

242M lbs

64M lbs

45M lbs

8M lbs

Building Wire market 2005  (US)

359M pounds*

 Cu - 70%    Al - 30%

Residential Market

 Cu -16%  Al - 84%

Non-Residential Market

Cu -79%   Al - 21%

Copper

Aluminum

*Source: Census Bureau with Copper

market converted to represent feeder
sizes in equivalent Aluminum weight

Building on our strengths

Cable

^©2006  ALCAN  INC.Slide 19

Building on a strong and growing base 

Building on our strengths

Cable

n

Strong base business

n

Exploit the growing NA building market demand by:

n

Strengthen market presence; increase field application engineers

n

Improving productivity in building wire

n

Increase strip capacity

n

Extending downstream into pre-wired systems (Modex)

n

Develop export markets (Mexico, China)

n

Develop new products (eg: N2 MC Nual®  launched in August ‘06)

^©2006  ALCAN  INC.Slide 20

Growth through innovation, geographic expansion and acquisitions

Building on our strengths

Composites

n

Architecture

n

Paint-line in China acquired in Q1-06

n

Profitability improvements achieved in Q2-06

n

Expansion into new geographies under evaluation

n

Display

n

14 new products launched since the beginning of 2005

n

Potential acquisitions being evaluated

n

Core materials

n

Capacity increases and productivity improvements to meet strong market demand

n

Portfolio extension through innovation and potential acquisitions

^©2006  ALCAN  INC.Slide 21

n

Selective expansion of existing businesses

n

Aerospace: Issoire, Ravenswood

n

Engineered plate: Sierre

n

Specialty Sheet: can body and auto body Europe

n

Extension of geographic footprint

n

Eastern Europe: extrusion plant in Slovakia

n

China/India: projects under review

n

Move into adjacent activities

n

Composites

n

New businesses: other light-weight materials or services

n

Innovation: customer-focused R&D

Some already realized…..many more opportunities ahead

Committed to maximizing value

Profitable Growth

^©2006  ALCAN  INC.Slide 22

Significant value creation potential

Operating BGP Margin

Financials

ROCE – after tax

H1   H2

H1   H2

H1   H2

H1  H2

H1  H2

H1  H2

Committed to maximizing value

^©2006  ALCAN  INC.Slide 23

n

Enrich portfolio and maintain capital discipline

n

Exit businesses with no potential to create value; almost completed

n

Direct capital to best growth options; capital discipline in traditional businesses

n

Leverage scale and scope

n

Share resources and expertise in procurement, metal management, EHS, R&D,

CI

n

Implement a new integrated management information system (I2P)

n

Improve operational performance through Fit For Future initiative

n

Share knowledge through technology and best practice networks, market forums

n

Capitalize on profitable and sustainable growth opportunities

n

Allocate capital and resources to grow most attractive end markets

n

Foster innovation as a source of growth

n

Build capabilities to enter emerging and fast-growing geographic markets

n

Seek opportunities to consolidate capacity in profitable mature markets

Committed to maximizing value

Committed to maximizing value

Summary

^©2006  ALCAN  INC.Slide 24

APPENDIX

^©2006  ALCAN  INC.Slide 25

Profitable market with high entry barriers

Extruded products

Rolled products (plates

and sheets)

Castings

Lower  wing skin panels

Upper wing skin panels

Fuselage stiffeners

Floor beams

Wing ribs

Seat tracks

Fuselage panels

Fuselage frames

Upper  stringers

Lower stringers

Doors

Fan frames

Wing spars

Aluminum Applications

^©2006  ALCAN  INC.Slide 26

Differentiation through strong position in specialty extrusions

Key Statistics

•

Sales revenues*: $737 M

•

Capital employed: $250 M

•

Sites:10**

•

Employees:3,000

*2005 3^rd party sales      ** Slovakia under

construction

Building on our strengths

Strategic Position

•

#1 in hard alloys and large profiles

•

Strong presence in soft alloys mainly in

France and Germany

•

Growth opportunities in Eastern Europe

and Asia

Revenues by Market - 2005

Extruded Products

^©2006  ALCAN  INC.Slide 27

Streamline operations in W. Europe, expand in E. Europe and Asia

n

A key player in Europe, maintaining its focus on speciality products

n

Strong customer relationships

n

Asset optimization in Western Europe

n

Extrusions in France

n

Combination of large profile activities in Germany and Switzerland

n

Growing in the East

n

Build on highly successful operation in Decin (Czech Republic)

n

Expand soft alloy business in Eastern Europe (Slovakia 2007)

n

Develop presence in China

Building on our strengths

Extruded Products

^©2006  ALCAN  INC.Slide 28

Competitive Position

•

Advantaged manufacturing

configuration

•

Experienced and well located

•

#1 can body

•

#1 bright sheet and closure stock

•

#3 auto body sheet

•

Recycling capabilities

Advantaged manufacturing configuration

Key Statistics

•

Sales revenues*: $1.1 B

•

Capital employed: $590 M

•

Sites: 2

•

Employees: 2,400

*2005 3^rd party sales

Revenues by Market - 2005

Auto

12%

Foil Stock &

Paint Stock

18%

Anodizing & Plain

Can & Food Stock

43%

Closures

7%

Bright

8%

12%

Building on our strengths

Specialty Sheet

^©2006  ALCAN  INC.Slide 29

Selective participation, differentiated value proposition

Specialty Sheet

n

Strengthen leadership position in the European can and closure business

n

Exploit market growth resulting from steel can substitution in Europe

n

Grow selectively auto business through innovative and customized

solutions

n

Grow in new geographic markets

n

Strengthen participation in the bright and foil stock business

n

Leverage unique recycling capabilities

n

Align manufacturing system with participation strategy, supported by

operational excellence programs

Building on our strengths

^©2006  ALCAN  INC.Slide 30

EX-99.6

Jacynthe Côté

President – Bauxite and Alumina

Alcan Investor Workshop

Toronto, October 3, 2006

^©2006  ALCAN  INC.Slide 2

Statements made in the course of this presentation which describe

the Company's or management’s objectives, projections, estimates,
  expectations or predictions may be "forward-looking statements"
within the meaning of securities laws.  All statements that address the
Company's expectations or projections about the future including
statements about the Company's growth, cost reduction goals,
operations reorganization plans, expenditures and financial results
are forward-looking statements.  nature, forward-looking statements involve risk and uncertainty and
actual actions or results could differ materially. Reference should be
made to the most recent Form 10-Q and 10-K for a summary of
factors that could cause such differences. In addition, certain
non-GAAP measures are used which are reconciled to the
comparable GAAP measures herein or on the Company’s website at
www.alcan.com in the “Investors” section.

 Forward Looking Statements

^©2006  ALCAN  INC.Slide 3

Discussion Topics

n

Group Performance

n

Update on Current Portfolio

n

Alumina Market / China

n

Additional Growth Opportunities

n

Summary

^©2006  ALCAN  INC.Slide 4

Recordable Case Rate

2.23

6.3

4.34

3.96

2.74

1.89

1.6

0

1

2

3

4

5

6

7

2001

2002

2003

2004

2005

2006

YTD

LTII Cases

1.2

1.36

0.65

0.54

0.65

0.48

0

0.2

0.4

0.6

0.8

1

1.2

1.4

1.6

2001

2002

2003

2004

2005

YTD

2006

Improving trend on environment, health and safety performance

EHS Performance

^©2006  ALCAN  INC.Slide 5

Alumina Production & Revenues

Strong B&A production growth

LME

B&A SGA Production (Kt)

Gove expansion (Kt)

Alumar expansion (Kt)

Production

Production (Kt)

3,992

5,052

4,992

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

10,000

2003

2004

2005

2006

2007

2008

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

Revenues $M // LME

273

100

200

300

400

500

600

700

2003

2004

2005

2006

BGP $M

BGP, Revenues & LME

BGP H1

BGP H2

199

242

200

278

108

111

1,427

1,721

1,899

2,562

^©2006  ALCAN  INC.Slide 6

Balance of Bauxite Portfolio (Kt)	Current	Post-Approved Expansions
Internal Production	16,500	19,900
Internal Demand	13,500	17,300
Internal Balance	3,000	2,600
Balance of Alumina Portfolio (Kt)
Internal Production	5,200	7,200
Internal Demand	6,600	7,100
Internal Balance	(1,400)	100

Alcan Bauxite and Alumina Balance

^©2006  ALCAN  INC.Slide 7

Key Competitive Advantages

n

Low cost position

Ø

with completion of the Gove expansion, the gas to Gove project

and the Alumar expansion, B&A will have 50% of its production in
lowest cost quartile

n

Technology/engineering capabilities

Ø

best commercially available technology

n

Preferred partner

Ø

sustainability consolidates our “license to operate” and supports

access to new resources

^©2006  ALCAN  INC.Slide 8

Alcan’s technology is well-recognized

Process improvement

n

These 8 new grey tanks will

replace  all  28 old tanks in the
centre of the picture while:

•

Increasing production from

2m Mt to 3.8m Mt and

•

Freeing up space for

another possible expansion
and reducing capital cost

Capex reduction

n

Low-cost country

sourcing of major
modules helped
reduce schedule
and exposure to
Australian market
conditions

n

Breakthroughs are being realized in process improvement with impact on

capital costs, footprint and schedule

n

Alcan uses advanced exploration techniques with the contribution of satellite

imaging and 3D modelling, providing a new, sophisticated, low-cost
exploration approach

Technology and Innovation

^©2006  ALCAN  INC.Slide 9

Raw Material Price & Currency

Volatility

Oil: SING 380 (US$/bbl)

CAGR Jan 98 - Aug 06: 19%

10

20

30

40

50

60

0.40

0.50

0.60

0.70

0.80

0.90

CAN$

AUS$

Caustic: ASP North America (US$/DMT)

CAGR Jan 00- Aug 06: 22%

0

50

100

150

200

250

300

350

400

450

Freight: BDI Index ($/day)

CAGR Jan 98 - Aug 06: 13%

1,000

2,000

3,000

4,000

5,000

6,000

7,000

1.00

1.00

1.00

1.00

The alumina industry has been affected by unprecedented price increases…

^©2006  ALCAN  INC.Slide 10

Alumina Industry Block Cost

2001-2006

… impacting substantially the industry cost curve

Source: CRU

40.63

38.45

38.98

46.02

50.31

51.31

25.50

26.72

26.81

28.03

28.91

28.94

14.77

15.12

16.73

18.78

19.60

19.63

37.35

37.36

41.96

49.71

58.82

63.30

17.7

18.1

12.1

13.6

25.8

28.3

2001

2002

2003

2004

2005

2006

136 $/t

136 $/t

137 $/t

156 $/t

183 $/t

191 $/t

Industry AVG

Cash Cost

$/t

Bauxite

Caustic

Energy

Labour

Maintenance

& Materials

^©2006  ALCAN  INC.Slide 11

World Ranking Site Operating Costs,  2005

Source: CRU & Alcan Internal.

Target 50% of production in 1st quartile by 2009

0

50

100

150

200

250

300

350

400

0

20

40

60

80

100

Cumulative

Production (%)

Industry Average ‘05: 184

$/t

Alcan ‘05: 191 $/t

Industry Average ‘04: 157

$/t

Alcan ‘04:

155 $/t

Alcan ‘05 1^st

Quartile 33%

Alcan ‘05 2^nd

Quartile 3%

Alcan ‘05 3rd

Quartile 37%

Alcan ‘05 4th

Quartile 27%

Improveme
ntrange

Target 2010

50% ~ 60%

Target 2010

   20% ~ 30%

Target 2010 

0%

Target 2010

20%

Evolution of Competitive Position 2005

-2010

^©2006  ALCAN  INC.Slide 12

Gove Expansion

Project on schedule despite challenging industrial environment in Australia

n

Excellent EHS performance

n

Some 25-30% of the capital cost enhances current

operating efficiency and environmental performance

n

Assembly of modules in low-cost countries allowed

for:

•

Rapid construction schedule (27 months)

•

Partial mitigation of exposure to high-cost

environment in Australia

n

Unplanned hours for brownfield work became

obvious in July-August as we started commissioning
of some systems

n

Expansion reduces cash cost by 30$/t

n

Gas conversion is also exposed to tight construction

environment in Australia and we are assessing other
options while maintaining support for PNG

^©2006  ALCAN  INC.Slide 13

Gove Expansion

^©2006  ALCAN  INC.Slide 14

n

Expansion of 2.1 Mt from existing

capacity of 1.4 Mt.

n

Alcan owns 10% with Alcoa and BHP

holding the remaining 90%

n

Construction underway (20% in overall

progress) with outstanding EHS
performance

n

First production in Q3-2008 (expected

33-month construction)

Cumulative Production

Alumar current

Conversion Cost

Post-expansion

Conversion Cost

0

50

100

150

200

250

300

25%

50%

75%

Industry Conversion Costs, Forecast 2008

Source: CRU

$/t

Construction underway with excellent EHS performance

Alumar

^©2006  ALCAN  INC.Slide 15

Cost Optimization

n

Gardanne

n

Continue concentration on value-added products

n

Closure of UPCA and migration of products to Gardanne

n

Vaudreuil

n

Productivity improvements and cost cutting measures being

implemented

•

Hydrate production increased by 11% in the last two

years

n

Increased outsourcing offering reduced labour cost and flexibility

to adjust to changing market conditions

^©2006  ALCAN  INC.Slide 16

Sources : CRU, Metal Bulletin (MBR), Brook Hunt, Macquarie Bank, James F. King

Alcan

Moving from supply deficit to near-term surplus

Alumina World Market Balance Forecast

-2,000

-

2,000

4,000

6,000

8,000

10,000

-1,121

-1,104

-1,338

-1,361

-1,486

2005

 447

 1,483

 2,999

 2,626

 1,178

2006

 929

 1,673

 6,468

 3,079

 3,116

2007

 1,285

 2,015

 4,452

 5,337

 2,221

2008

Macquarie Bank – July 06

CRU - Apr 06

MBR - Sept 06

Brook Hunt - Aug. 06

James F. King – Aug 06

Alumina World Balance

^©2006  ALCAN  INC.Slide 17

Market returns to surplus – immediate impact on spot prices

Spot and Australian Export Price Evolution

Spot

Aus. Export Price

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

San Ciprian

Aughinish

Worsley

Alumina

oversupply

High metal

prices

Hurricane

Eastern block

sell-down

Hurricane

Gramercy

explosion

Structural

tightness

(China)

Alunorte

Source: CRU

Historical Prices

^©2006  ALCAN  INC.Slide 18

27

21

22

23

18

17

20

29

10

13

25

15

16

26

1

2

7

30

3

28

4

5

6

8

9

11

12

14

19

24

Non-Chalco

Chalco

Known Bauxite Reserves

Source : B&A Analysis, Brook Hunt

China could have up to 30 alumina refineries up and running by 2010

China Alumina Landscape

^©2006  ALCAN  INC.Slide 19

China New Alumina Refineries

Cash costs

Domestic Prices

Min

Max

Min

Max

USD/t

Min

Max

Transport to

smelters

0

50

100

150

200

250

300

350

domestic

bauxite

imported

bauxite

tax+freight

premium

International

Spot Price

230$/t

^©2006  ALCAN  INC.Slide 20

USD/t

2007 Alumina Cash Cost

Curve

tpy of production

Chinese capacity

Price zone

Alumina Demand

^©2006  ALCAN  INC.Slide 21

Market Outlook

n

Alumina market expected in surplus for the next 2~3 years

n

China alone will represent more than 50% of the global growth in

supply and demand

n

Chinese alumina imports expected to decrease

n

Due to the poor quality of the Chinese bauxite and the use of

imported bauxite, the Chinese refineries are expected to be on the
3^rd and 4th quartile of the industry cost curve

n

Self-regulating price is expected to remain in the 250~300$/mt

range

^©2006  ALCAN  INC.Slide 22

•

Potential development of a large-scale integrated aluminium

facility (bauxite mine + alumina refinery + aluminium smelter)

•

Large high-quality bauxite resources (in excess of 500 Mt)

Utkal

•

Greenfield project of 1.5 Mt in the province of Orissa, India

•

Alcan owns 45% with Hindalco holding the other 55%

•

Investment decision expected by H1-2007

Guinea

•

Greenfield project of 1.5Mt in Guinea

•

Alcan to own 40% with Alcoa holding another 40%

•

Basic Agreement with the Government of Guinea now effective

•

Expect to make a decision on DFS by the end of 2006

Cameroon

Project

Description and Benefits

Ghana

•

MoU signed for the analysis of a mine and an alumina refinery

     project in joint venture with the State

•

Conceptual and pre-feasibility studies underway

Additional  Growth Opportunities

Opportunities in lowest cost quartile

^©2006  ALCAN  INC.Slide 23

Summary and Key Priorities

n

Leverage AIMS – operational excellence

n

Complete construction and start-up of Gove

n

Complete expansion of Alumar

n

Continue action on high-cost facilities

n

Leverage our sustainability & technology/engineering know-how to

pursue growth opportunities of large-scale assets in lowest cost
quartile

^©2006  ALCAN  INC.Slide 24

APPENDIX

^©2006  ALCAN  INC.Slide 25

Source:  James King, B&A analysis

Bauxite

10% of world bauxite production

Bauxite Production by Country

Bauxite Production by Company

^©2006  ALCAN  INC.Slide 26

Source:  James King, B&A analysis

Alumina

Alumina Production by Region

Alumina Production by Company

9% of world alumina production

^©2006  ALCAN  INC.Slide 27

EX-99.7

Alcan Investor Workshop

Toronto, October 3, 2006

Cynthia Carroll

President and CEO - Alcan Primary Metal

^©2006  ALCAN  INC.Slide 2

Forward Looking Statements

Statements made in the course of this presentation which describe the

Company's or management’s objectives, projections, estimates,
  expectations or predictions may be "forward-looking statements" within the
meaning of securities laws.  All statements that address the Company's
expectations or projections about the future including statements about the
Company's growth, cost reduction goals, operations reorganization plans,
expenditures and financial results are forward-looking statements.  Company cautions that, by their nature, forward-looking statements involve
risk and uncertainty and actual actions or results could differ materially.
Reference should be made to the most recent Form 10-Q for a summary of
factors that could cause such differences. In addition, certain non-GAAP
measures are used which are reconciled to the comparable GAAP
measures herein or on the Company’s website at www.alcan.com in the
“Investors” section. 

^©2006  ALCAN  INC.Slide 3

Agenda

n

Business Context

n

Operational Excellence

n

Technology Leadership

n

Profitable Growth Opportunities

n

Summary

^©2006  ALCAN  INC.Slide 4

n

One of the two largest

aluminum producers in
the world with total
primary metal capacity of
3.5 Mt (10% of world)

n

21 smelters on 5

continents

n

12 power facilities with

total owned capacity of
4,370 Mw

n

World leading market

position in smelting
technology

Key Facts

North America

  Smelting: 1.9 Mt

  Power: 3,583 Mw

Australia

  Smelting: 0.3

Mt

  Power: na

Europe

  Smelting: 1.2

Mt

  Power: 529 Mw

Africa:

  Smelting: 0.05

Mt

  Power: na

Asia:

  Smelting: 0.1 Mt

  Power: 261 Mw

Primary Metal Operations

^©2006  ALCAN  INC.Slide 5

Energy: 43,000

MW

Alumina: ~50 Mt

15

25

35

45

55

65

4.5%

+34 MT

+18 MT

+25 MT

3% CAGR

4% CAGR

5% CAGR

31.85

Primary Aluminum Consumption, 1995 - 2020

Capital ≈ $100

Billion

Primary Aluminum Consumption and

Production Constraints

^©2006  ALCAN  INC.Slide 6

2020

(57.5 Mt)

Europe

8%

Other

23%

   Middle East

10%

China

23%

Australia

4%

Canada

7%

USA

5%

exUSSR

20%

2005

(31.9 Mt)

Europe

14%

Middle East

6%

Canada

9%

Other

20%

Australia

6%

exUSSR

13%

USA

8%

China

24%

1980

(16.1 Mt)

Europe

22%

Other

19%

Middle East

1%

China

2%

Australia

2%

Canada

7%

USA

30%

exUSSR

17%

Shift In Aluminum Production Centers:

  1980 – 2005 – 2020

^©2006  ALCAN  INC.Slide 7

Strategic Direction

APMG is becoming the global leader in the

primary aluminum industry and the supplier of
choice through:

<

World class, low-cost operational excellence

<

Market leading position with cutting-edge AP

technology package and engineering
solutions

<

World-class EHS performance

<

Sustainable value-creating solutions

^©2006  ALCAN  INC.Slide 8

Alcan’s production has significantly increased and diversified geographically

Hot Metal Production (000kt)

APMG Geographic Smelting Capacity

A Leader in Aluminum Production

^©2006  ALCAN  INC.Slide 9

  Recordable and Lost Time Injury / Illness Case Rate

n

Since 2003, 70%

improvement in recordable
and LTII case rate

n

All sites have been

certified OHSAS 18000
and ISO 14001.

n

Implementation of EHS

FIRST.

n

Initiatives on pedestrian

safety and hazardous
energy control reduced
the severity of APMG
injuries.

Key Facts

Safety results improving continuously

Recordable Case Rate

LTII Case Rate

EHS Performance - Safety

^©2006  ALCAN  INC.Slide 10

Direct Total GHG Emissions

tCO₂e/t Al

n

Since 1990, GHG emissions

rates have been reduced by
more than 50%

n

Significant efforts are being

applied in operations and
R&D to further reduce
emissions

Key Facts

Successfully addressing GHG emissions while increasing production

EHS Performance - Environment

^©2006  ALCAN  INC.Slide 11

APMG Production Exposure to

Power Contract

Projected Market Power Price

Evolution

Close to 90% of APMG production is based on self-generated power and long term

contracts

10

15

20

25

30

35

40

45

50

55

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

China

Europe

excl.  Iceland

USA

Middle East

Canada

$/MWh -

nominal

Competitive Position

^©2006  ALCAN  INC.Slide 12

In 2006, APMG will reach new sales record for total VAP sales

n

World’s largest third party supplier

of Value Added Products (VAP)

n

In 2006, we expect record sales in

4 of 5 our product lines.

n

Total 2006 VAP sales will exceed

previous record sales

n

Industry player with the best overall

market knowledge.

Key Facts

Product Mix

Value-Added Products

^©2006  ALCAN  INC.Slide 13

Achievement

Moving simultaneously on all value drivers, through our current asset optimization initiatives

and technological solutions, creates a sustainable business for the future

Energy Consumption

(kWh/kg)

Manpower Productivity

(MT/Empl/Year)

Incremental Aluminum Production (kt)

Alcan Leadership on Cost Drivers

^©2006  ALCAN  INC.Slide 14

Cumulative Annual BGP Realized ($M)

<

CI projects

§

More than 800 projects since

2004 with US$ 88 million
  BGP realized and another
US$ 51 million in execution

<

Very good deployment

progress; By end 2007 all
young high potential employees
would have been trained as BB

<

Average annual BGP from a BB

project is around US$ 0.4 million

Key Facts

sectors

CI deployment delivering substantial value across all Primary Metal Group

Continuous Improvement System

^©2006  ALCAN  INC.Slide 15

Cell Technology Leadership

 AP Technology Global Presence

AP-18 (3,492 pots)

AP-30 (3,859 pots)

Australia:

§

Boyne

§

Tomago

Canada:

§

Alma

§

Lauralco

§

Alouette

§

Baie-Comeau

§

Becancour

Norway:

Karmoy

Bahrain:

Alba

Argentina:

Aluar

Mozambique:

Mozal

South Africa:

Hillside

UK:

Lochaber

Slovenija:

Talum

India:

Nalco

France:

§

Dunkerque

§

St-Jean

With a track record of ~6,000kt of production, Alcan’s AP technology leads the global

market

 with proven leadership in all aspect of operating cost drivers

^©2006  ALCAN  INC.Slide 16

Alcan’s global leading edge smelting technology package is an unparalleled competitive

advantage

 Market Leadership

Cell Length=9 m

AP18

Cell Length=18 m

AP50

Cell Length=14 m

AP30

Daily Production (t)

Key Facts

n

Most sustainable,

comprehensive and
proven smelting
technology, engineering
and services package

n

Leadership in full

economic cost

n

Substantially higher

returns on Alcan
sponsored projects

n

Increased focus on

potential breakthroughs
related to AP30 and
AP50 platforms

Alcan’s Smelting Technology:

An Unsurpassed Offer

^©2006  ALCAN  INC.Slide 17

Assessment

Development

Execution

A,B,C,D,E,F,G,H,I,J

Sohar

Kitimat, Coega, ISAL

Growth Through Strategic Initiatives

^©2006  ALCAN  INC.Slide 18

Expansion /

Retrofit

Greenfield

Kitimat Modernization (Canada)

n

State of the art facility (400 kt)

n

Self generated Energy

ISAL Brownfield (Iceland)

n

Europe’s largest smelter (460 kt)

n

Mainly geothermal power

Coega Greenfield (South Africa)

n

720 kt to be built consequently

n

Long-term energy contract (25 years)

Sohar Greenfield (Oman)

n

Phase I under construction (350 kt)

n

Dedicated power supply

n

Potential phase II (350 kt)

Alouette Brownfield (Canada)

n

America’s largest smelter (554 kt)

n

Completed on budget and ahead of

schedule

Growth Through Strategic Initiatives

Using AP Smelting Technology

All projects are in the 1st Quartile of the industry curve

^©2006  ALCAN  INC.Slide 19

Target: 55% of production in first quartile

Unique energy position and

efficient, low cost facilities

Source: CRU

1) Position in 2004

World Ranking Site Corporate Operating Costs - 2005

(US$/t)

Cumulative Production (Kt)

Industry Average

$1,375/t

($1,240/t)¹

Alcan 1^st

Quartile

48%

Alcan 2^nd

Quartile

24%

Alcan 3^rd

Quartile

28%

Alcan 4^th

Quartile

0%

 Alcan

(44%)¹

(22%)¹

(21%)¹

(13%)¹

^©2006  ALCAN  INC.Slide 20

n

Significant self-generated energy assets and long-term,

competitively-priced energy contracts

n

World-class, low-cost smelting operations with further AOS potential

n

Diversified operational position from geographic and customer

standpoint

n

Market leading position with AP technology combined with proven

engineering expertise providing:

§

Access to attractive new smelter projects

§

Incremental profit from sales of technology licenses, equipment,

and services

n

Access to diverse pipeline of new project opportunities due to

superior market intelligence, ‘preferred company’ status, and regional
know-how

Sources of Advantage

^©2006  ALCAN  INC.Slide 21

EX-99.8

Press Release

FOR IMMEDIATE RELEASE

ALCAN TO HOLD ANNUAL INVESTOR WORKSHOP

IN TORONTO

Montreal, Canada - September 27, 2006 - Alcan Inc. announced today that it will hold its annual investor workshop on Tuesday, October 3, 2006 at Le Royal Meridien King Edward hotel in Toronto, Canada. Alcan’s President and Chief Executive Officer, Dick Evans, will give opening remarks beginning at approximately 12:00 p.m. ET, followed by members of Alcan’s senior management who will discuss the Company’s business units and financial performance.

A live webcast of the event will be available on www.alcan.com and an archive of the presentation will be posted on the Alcan website for 30 days.

Alcan Inc. (NYSE, TSX: AL) is a leading global materials company, delivering high quality products and services worldwide. With world-class technology and operations in bauxite mining, alumina processing, primary metal smelting, power generation, aluminum fabrication, engineered solutions as well as flexible and specialty packaging, today’s Alcan is well positioned to meet and exceed its customers’ needs. Alcan is represented by 65,000 employees in 61 countries and regions, and posted revenues of US$20.3 billion in 2005. The Company has featured on the Dow Jones Sustainability World Index consecutively since 2003. For more information, please visit: www.alcan.com.

- 30 -

Media Contact: Anik Michaud Tel.: +1-514-848-8151 media.relations@alcan.com Investor Contact: Corey Copeland Tel.: +1-514-848-8368 investor.relations@alcan.com

EX-99.9

Press Release

FOR IMMEDIATE RELEASE

ALCAN ANNOUNCES SHARE REPURCHASE PROGRAM

TARGETS UP TO 5 PERCENT OF SHARES ISSUED

Montreal, Canada - October 3, 2006 - Alcan today announced that its Board of Directors has authorized a share repurchase program of up to 5 percent of the Company’s 376 million total common shares outstanding. This initiative follows Alcan’s 33 percent quarterly dividend increase from $0.15 to $0.20 per share announced on August 2, 2006.

“Today’s announcement reflects Alcan’s positive cash-flow outlook, disciplined approach to capital allocation and our commitment to shareholder value,” said Dick Evans, President and Chief Executive Officer. “We believe that a stock repurchase program represents an excellent investment for our shareholders. Given our strong financial performance and balance sheet strength, we plan to take advantage of this opportunity while at the same time continuing to pursue attractive growth options,” he added.

Under the program, which is subject to stock exchange approval, Alcan may repurchase shares for cash on the open market from time to time at management’s discretion. The timing of such purchases will depend on price, market conditions and applicable regulatory requirements. The repurchase program is intended to commence on or after November 1, 2006 following the release of Alcan’s third quarter earnings on October 31, and may involve purchases on both the New York Stock Exchange (NYSE) and the Toronto Stock Exchange (TSX). The program does not require the Company to repurchase any specific number of shares and may be modified, suspended or terminated at any time without prior notice.

Alcan Inc. (NYSE, TSX: AL) is a leading global materials company, delivering high quality products and services worldwide. With world-class technology and operations in bauxite mining, alumina processing, primary metal smelting, power generation, aluminum fabrication, engineered solutions as well as flexible and specialty packaging, today’s Alcan is well positioned to meet and exceed its customers’ needs. Alcan is represented by 65,000employees in 61countries and regions, and posted revenues of US$20.3billion in 2005. The Company has featured on the Dow Jones Sustainability World Index consecutively since 2003. For more information, please visit: www.alcan.com.

Statements made in this press release which describe the Company or management’s objectives, projections, estimates, expectations or predictions may be "forward-looking statements" within the meaning of securities laws. The Company cautions that, by their nature, forward-looking statements involve risk and uncertainty and that the Company's actual actions or results could differ materially from those expressed or implied in such forward-looking statements or could affect the extent to which a particular projection is realized. Reference should be made to the Company’s most recent Quarterly Report on Form 10-Q or Annual Report on Form 10-K for a list of factors that could cause such differences.

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Media Contact: Anik Michaud Tel.: +1-514-848-8151 media.relations@alcan.com Investor Contact: Corey Copeland Tel.: +1-514-848-8368 investor.relations@alcan.com