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): September 29, 2005

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 September 29, 2005. Alcan's President and Chief Executive Officer, Travis Engen, provided opening remarks, followed by members of Alcan's senior management, who discussed the Company's business units and financial performance. The slides are attached hereto as Exhibit 99.1 to 99.7 and are incorporated by reference.

The Company has also issued a press release announcing new long‑term targets for the Company as a whole and its four business groups, attached hereto as Exhibit 99.8.

The information included in Exhibits 99.1 to 99.8, 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.

Item 9.01               FINANCIAL STATEMENTS AND EXHIBITS.

(c)	Exhibits
	99.1	Slides of Presentation by Travis Engen, President and Chief Executive Officer of Alcan Inc.
	99.2	Slides of Presentation by Michael Hanley, Executive Vice President, Interim Chief Financial Officer, Alcan Inc.
	99.3	Slides of Presentation by Richard B. Evans, Executive Vice President, Alcan Inc.
	99.4	Slides of Presentation by Michel Jacques, Senior Vice President, Alcan Inc., President and Chief Executive Officer, Alcan Engineered Products.
	99.5	Slides of Presentation by Cynthia Carroll, Senior Vice President, Alcan Inc., President and Chief Executive Officer, Alcan Primary Metal.
	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 Christel Bories, Senior Vice President, Alcan Inc., President and Chief Executive Officer, Alcan Packaging.
	99.8	Press Release of Alcan Inc., dated September 29, 2005.

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: September 29, 2005

EXHIBIT INDEX

Exhibit	Description
Number
99.1	Slides of Presentation by Travis Engen, President and Chief Executive Officer of Alcan Inc.
99.2	Slides of Presentation by Michael Hanley, Executive Vice President, Interim Chief Financial Officer, Alcan Inc.
99.3	Slides of Presentation by Richard B. Evans, Executive Vice President, Alcan Inc.
99.4	Slides of Presentation by Michel Jacques, Senior Vice President, Alcan Inc., President and Chief Executive Officer, Alcan Engineered Products.
99.5	Slides of Presentation by Cynthia Carroll, Senior Vice President, Alcan Inc., President and Chief Executive Officer, Alcan Primary Metal.
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 Christel Bories, Senior Vice President, Alcan Inc., President and Chief Executive Officer, Alcan Packaging.
99.8	Press Release of Alcan Inc., dated September 29, 2005.

EX-99.1

Exhibit 99.1  Slides of Presentation by Travis Engen, President and Chief Executive Officer of Alcan Inc.

Forward Looking Statements
Statements made in the course of this presentation which describe the Company's intentions, 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 actual actions or results could differ materially. Reference should be made to the  most recent Form 10-Q and Form 10-K for a summary of major risk factors. 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.comin the “Investors” section.
© 2005 ALCAN INC.		Slide 2

Alcan Renewed
■Alcan is being transformed ■  Business model ■  Management system ■  Portfolio ■  Capital allocation is a key driver ■  Future options are exciting ■  Improving financial performance
© 2005 ALCAN INC.		Slide  3

Alcan’sBusiness Model
■ Strategic operating company ■  Evolved from integrated producer ■  Responsive to market opportunities ■  Centre sets: ■  Targets/Incentives ■  Management system  ■  Businesses responsible for execution
© 2005 ALCAN INC.		Slide   4

Alcan Integrated Management System (AIMS)
© 2005 ALCAN INC.		Slide  5

Strategy is Dynamic
■  Maximizing value is the driver ■  Major businesses are at scale ■  Multiple capital allocation opportunities exist ■  Options for growth are being created
© 2005 ALCAN INC.		Slide  6

Broad Revenue Base
© 2005 ALCAN INC.		Slide   7

Balanced Portfolio of Assets
© 2005 ALCAN INC.		Slide   8

Significant Aluminum Exposure
* Comprises earnings before interest,  income taxes, minority interests, depreciation and amortization and excludes certain items, such as corporate costs, restructuring costs, impairment and other special charges, and pension actuarial gains, losses and other adjustments, that are not under the control of the business groups.
© 2005 ALCAN INC.		Slide   9

Major Capital Allocation Actions
■  Bauxite & Alumina: Gove minority, Aljam sale, Gove expansion ■  Primary Metal: Alma, Alouette investment & expansion, QTX investment, Oman ■  Engineered Products: Baltek, GatorCor ■  Packaging: FlexPac ■  Pechiney ■  NovelisSpin-off
© 2005 ALCAN INC.		Slide  10

Attractive Future Options
■  Bauxite & Alumina ■  Alumar ■  Utkal ■  Guinea ■  Primary Metal ■  Brownfields ■  QTX ■  Greenfields ■  Engineered Products: Aerospace, Composites ■  Packaging: Emerging markets
© 2005 ALCAN INC.		Slide  11

Downstream Stability Underpins Upstream Leverage
© 2005 ALCAN INC.		Slide  12

Strong, Profitable Growth
© 2005 ALCAN INC.		Slide  13

5-Year Total Shareholder Return
AL-NY and AL-T vs. S&P Industrials Index
Note: S&P Industrials does not include dividends
© 2005 ALCAN INC.		Slide  14

© 2005 ALCAN INC. Slide  15

EX-99.2

Exhibit 99.2  Slides of Presentation by Michael Hanley, Executive Vice President, Interim Chief Financial Officer, Alcan Inc.

Forward Looking Statements
Statements made in the course of this presentation which describe the Company's intentions, 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 actual actions or results could differ materially. Reference should be made to the  most recent Form 10-Q and Form 10-K for a summary of major risk factors. 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.comin the "Investors" section.
© 2005 ALCAN INC.		Slide 2

Agenda
■  Value based management ■  Performance against targets ■  Key challenges ■  Portfolio management ■  Priorities ■  Key performance indicators ■  Investment thesis
© 2005 ALCAN INC.		Slide  3

Value Based Management
Governing objective: maximizing shareholder value over the long term
■  EVA introduced in 1997 ■  In 2001, implemented a value-based management framework: ■  Goal of doubling warranted equity value every 5 years ■  5-year planning process established ■  In 2003, set out three financial targets to support objective: ■  Operating EPS growth of 15% per year; ■  Minimum free cash flow of $400 million per year; and ■  Positive EVA in 2006
© 2005 ALCAN INC.		Slide  4

Performance Against Targets
Partial success

Metric	Target	Achievement
Operating EPS growth	15% / year	CAGR 18% (2001-2004)
Free cash flow	Minimum $400M / year	in 2002 and 2003 in 2004
EVA	Positive by 2006	Delayed
© 2005 ALCAN INC.		Slide  5

Key Challenges – Currencies Assets by Geography
© 2005 ALCAN INC.		Slide  6

Key Challenges -  Currencies
Sharp weakening of the U.S. dollar since 1H 2003

Currency	Current Annual Requirements		Change 2003 vs 2005		Annualized  Impact on Operating  Earnings (US$M)
			$	%
CAD	2 B	US$	+0.20	+30	(220)
AUD	0.5 B	US$	+0.15	+25	(60)
Euro-like	0.5 B	US$	+0.10	+10	(60)
Total					(340)

© 2005 ALCAN INC. Slide  7

Key Challenges –  Raw Material Costs
Major external cost pressures

	Current Annual Requirements		Change 2003 vs 2005		Annualized Cost Impact (US$M)
			$	%
Caustic	600 kt	$/t	+150	+100	(90)
Coke	1,500 kt	$/t	+30	+25	(50)
Resins / films	1,100 kt	$/t	+265	+30	(290)
Oil	6 mbbls	$/bbl	+15	+60	(90)
Gas	16 Pj	$/Gj	+4	+100	(60)
Maritime freight		$/t	+13	+75	(120)
Total					(700)

© 2005 ALCAN INC. Slide  8

Key Challenges – Operating Earnings  Impact
About 80% of aluminum price benefit offset by higher input costs and currencies

(US$M)	Annualized Impact on Operating Earnings
Aluminum *	800
Raw Materials	(330)
Currencies	(340)
Total	(670)

* Based on published sensitivity

© 2005 ALCAN INC. Slide  9

Portfolio Management
Key component of VBM, but not without short-term impacts
■  Pechiney acquisition – December 2003 ■ BGP margin of 5% and ROCE of 2% (2003) ■  Novelis Spin-off – January 2005 ■  Accounted for 17% of ROCE but only 14% of assets (2004) ■  Gove  – Ongoing ■  US$1.3 billion project – US$900 in 2004/2005 ■  Non-operating items
© 2005 ALCAN INC.		Slide  10

Priorities –  Pechiney Synergy Capture

  ■  Excellent track record ■  Original target of $360M by end of
    second year following acquisition. ■  Bulk of benefits to be captured in
    year 2. ■  Target was maintained despite
    Novelis spin-off, an increase of
    about $30M. ■  Executing to plan --on track to reach
    target.  

© 2005 ALCAN INC. Slide  11

Priorities Controllable Value Drivers
Focused on high impact opportunities
■  BGP margin improvement ■  Drive for procurement excellence ■  SG&A optimization ■  Management of capital spending ■  Best in class working capital turns ■  Continued portfolio optimization
© 2005 ALCAN INC.		Slide  12

Key Performance Indicators Updated Financial Targets
Earning and exceeding our cost of capital is priority # 1

Metric	Target
Return on capital employed	Cover COC by 2008
Operating EPS growth	15% / year
Cash from operations	Min. $2bn from 2006
Debt to Capital	35%

Note:  based on 5-year plans and forward rates for currency and metal

© 2005 ALCAN INC. Slide  13

Key Performance Indicators ROCE and Operating EPS
© 2005 ALCAN INC.		Slide  14

Key Performance Indicators Cash from Operations and Debt to Cap
© 2005 ALCAN INC.		Slide  15

Investment Thesis
■  Track record in managing for value ■  Modern and cost efficient upstream assets ■  Opportunities to reach and maintain 1st quartile positions ■  Technology and power advantage ■  Downstream businesses in profitable markets with competitive     positions ■  Significant margin improvement potential ■  Financial and capital allocation discipline ■  Commitment to profitable growth
© 2005 ALCAN INC.		Slide  16

APPENDIX
© 2005 ALCAN INC.	Slide  17

Key Economic Sensitivities

	Change in Full Year Average	NI ($M)	EPS ($/share)
Aluminum	+US$100/mt	$170	$0.46
Currency
CAD	+US$0.10	$(110)	$(0.30)
European	+US$0.10	$(56)	$(0.15)
AUD	+US$0.10	$(40)	$(0.11)

© 2005 ALCAN INC. Slide  18

Return on Capital Employed Definition
Income = Net income (loss) from continuing operations + Other specified items loss (gain) after tax + Balance sheet translation losses (gains) + Minority interest + Interest (after-tax) Average * Capital Employed = Total debt + Deferred taxes + Minority interests + Preference shares + Common equity * Average of beginning and end of period.
© 2005 ALCAN INC.		Slide  19

Other Specified Items (OSIs)

■  By their nature, non-operating
    items are difficult to forecast. ■  Increase in number of OSIs
    driven mainly by major
    transactions – Pechiney and
    Novelis related charges
    represented about 85% of OSI
    charges over the last 10
    quarters. ■  Further rationalization and
    consolidation of downstream
    operations will result in OSIs.  

© 2005 ALCAN INC. Slide  20

© 2005 ALCAN INC.	Slide  21

EX-99.3

Exhibit 99.3  Slides of Presentation by Richard B. Evans, Executive Vice President, Alcan Inc.

Forward Looking Statements
Statements made in the course of this presentation which describe the Company's intentions, 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 actual actions or results could differ materially. Reference should be made to the  most recent Form 10-Q and Form 10-K for a summary of major risk factors. 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.comin the "Investors" section.
© 2005 ALCAN INC.		Slide 2

Total Assets by Business Group
© 2005 ALCAN INC.		Slide  3

Net Investment by Business Group 2004 and 1H 2005
Investments in line with assets; except B&A

Business Group	Investments			Divestments*		Net Change
US$M (unless otherwise stated)	Capex	Acquisitions			NBV
	$	No.	$	No.	$	$
Bauxite and Alumina	562	-	-	1	(50)	512
Primary Metal	608	1	110	2	(218)	500
Engineered Products	234	-	-	1	(4)	230
Packaging	478	3	25	5	(29)	474
TOTAL	1,882		135		(301)	1,716

*Excludes PWT divestments.

© 2005 ALCAN INC. Slide  4

Strategic Operating Business Model
© 2005 ALCAN INC.		Slide  5

Key Drivers and Metrics
Differ between upstream and downstream businesses
© 2005 ALCAN INC.		Slide  6

Simple Measurable Operating Targets

	Revenues per $ of assets *	Metrics	2009 Targets
Bauxite and Alumina	$0.80	Relative cost position	50% in first quartile; 75% in lower half
Primary Metal	$0.85	Relative cost position	55% in first quartile; 80% in lower half
Engineered Products	$1.45	% BGP margin	10%
Packaging	$0.80	% BGP margin	15%

* Third-party and intercompany revenues

© 2005 ALCAN INC. Slide  7

© 2005 ALCAN INC.	Slide  8

EX-99.4

Exhibit 99.4  Slides of Presentation by Michel Jacques, Senior Vice President, Alcan Inc., President and Chief Executive Officer, Alcan Engineered Products.

Forward Looking Statements
Statements made in the course of this presentation which describe the Company's intentions, 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 actual actions or results could differ materially. Reference should be made to the  most recent Form 10-Q and Form 10-K for a summary of major risk factors. 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.comin the "Investors" section.
© 2005 ALCAN INC.		Slide 2

Agenda
■ Engineered Products - A platform for growth ■  Group and Business Overview ■  Group Strategy Summary ■  Recent History ■  Engineered Products - Operational excellence as a pre-requisite for growth ■  Aerospace Transportation & Industry ■  Ravenswood ■  Composites ■  Extruded Products ■  Engineered Products - Innovation as a source of growth ■  R&D ■  Strengths and Priorities ■  Financial Metrics ■  Summary
© 2005 ALCAN INC.		Slide  3

Engineered Products
A platform for growth
		2001 Sales:                US$ 1.6bn Employees:     6,200 Sites:                 30 Countries:        14 2005 Sales:                 US $ 6.2bn Employees:      15,500 Sites:                  130 Countries:         36
© 2005 ALCAN INC.		Slide   4

Key Drivers
Ambition to be "best in class" in everything we do
■  Enrich the portfolio via acquisitions / streamlining ■  Extended geographical footprint ■  Product / market development ■  Customer focus / innovation ■  Continue to capture Pechiney integration synergies ■  Margin management to deliver superior returns
© 2005 ALCAN INC.		Slide  5

Market Participation

© 2005 ALCAN INC.	Slide   6

Recent History
Portfolio enrichment through acquisitions and divestments
■  Exits completed or underway in the last 12 months : ■  Sale completed in 2005: General Distribution in France (Almet- France),     Air Freight Containers ■  Closure in process: Mass Transportation Systems (engineering     and design for rail and bus) ■  Sales process under way: Automotive Castings (BDW) ■Restructuring & phase-out: High-purity Aluminum Refining and     Capacitor Foil Rolling (Mercus and Froges). ■  Under review: Cast Plate (Vernon), Roll-Bond (Chambéry), Capacitor     and Anodised Foil (Satma). ■  Acquisitions: ■  Specialised Distribution (Almet Germany, minority share) ■  Building Wire Systems (Prewired Systems LLC, USA)		Revenues: US$ 350M Revenues: US$ 100M Revenues: US$ 45M
© 2005 ALCAN INC.		Slide   7

Recent History
Customer focus and lean business processes lead to higher-performance organizations
EP is in the process of streamlining operations : ■  Extruded product facilities in Singen and Sierre to become a single     operating unit within  the Extruded Products business. ■  Automotive structures in Singen to focus its superior design capabilities     and technological know-how on crash management systems and similar      applications. ■  Composites operations in Singen to optimize capacity utilization, improve     competitiveness and serve its customers better. ■  Composites has closed a mill in its balsa operations in Ecuador to improve     productivity.
© 2005 ALCAN INC.		Slide   8

Aerospace Market Participation
Operational Excellence as a pre-requisite for growth

© 2005 ALCAN INC.	Slide   9

Aerospace
Growth in a profitable market with high entry barriers
© 2005 ALCAN INC.		Slide   10

Aerospace, Transportation and Industry
Following the customers

■  Increasing capacity at world-class
    facilities both in North America and in
    Europe to better serve growing
    customer needs     ■  Ability to serve customers in all major
    markets via Alcan International
    Network ■  Expected average delivery rate on 20
    years : about 900 to 1100 aircraft a
    year  

© 2005 ALCAN INC. Slide   11

Ravenswood Turnaround
Turnaround to a platform for growth
■Focus on profitability ■  Renewed working relationship with stakeholders
© 2005 ALCAN INC.		Slide   12

Aerospace, Transportation and Industry
Executing a value-creating strategy
■  Long-term supply agreements with Boeing and Airbus well advanced ■  MOU for plate supply signed with Airbus (2011) ■  Negotiations with Boeing in final stage ■  Projects under way to increase plate capacity (8% in Europe) ■  Renewed R&D effort for 3rd generation aluminium-lithium     solutions –already the most active supplier ■  Development of specialised solutions in Transport, Marine and     Industry, and increased branding efforts
© 2005 ALCAN INC.		Slide   13

Composites Market Participation
Leadership in global markets

© 2005 ALCAN INC. Slide   14

Composites: Baltek and Uniwood 
Fome-Cor

Baltek a "natural"addition to our core materials	Uniwood Fome-Cor complete offering of display products
■  Complementary solutions for customers      through Baltek acquisition ■  Core Materials is now the fastest      growing and most profitable business      within Composites ■  Current sales are more than 150% of the      combined pre-acquisition level in 2003 ■  Environment-friendly and sustainable	■  Uniwood Fome-Cor: Complementary      products, strong brands and unique      assets in North America ■  Common distribution network ■  Significant synergies were realized ■  Current sales are 125% of the combined       pre-acquisition sales in 2003 ■  Further operational improvements      expected
© 2005 ALCAN INC.	Slide   15

Synergies
Execution of a value-creating growth strategy
■  Successful integration is the key value-creating task for growth by acquisitions ■  Synergies driven by marketing & sales reorganisation and improved offering

© 2005 ALCAN INC. Slide   16

Extruded Products Market Participation
Anchored in Central Europe

© 2005 ALCAN INC.	Slide   17

Extruded Products Market Trends
Streamlining in Western Europe and expanding in the East
■  A key player in Europe, maintaining its focus on speciality products ■  Streamlining operations in Western Europe ■  Integration of Pechiney in France ■  Combination of large profile activities in Germany and Switzerland ■  Growing in the East ■  Build on highly successful operation in Decin (Czech Republic) ■  Expand soft alloy business in Eastern Europe ■  Develop presence in China
© 2005 ALCAN INC.		Slide   18

R&D and Future Options
Innovation as a source of growth
■  Unique know-how through two world-class R&D centers ■  Mandate: increase rate of innovation through step changes ■  Approach: encourage generation of ideas for exploitation by     business units ■  Process:
© 2005 ALCAN INC.		Slide   19

Strengths and Priorities
Innovation in everything we do

Competitive Strengths	Key Priorities
■  Alcan name and reputation ■  Global coverage ■  Close to customers ■  Wide range of technologies and      solutions. ■  Best-in-class R&D and engineering      centres ■  Entrepreneurial spirit ■  International, autonomous      management teams in close      contact with markets ■  Teamwork	■  EHS - recognition as leaders ■  Capture synergies ■  "Fit for Future" and information      integration ■  Innovation: customer-oriented R&D ■  Prepare for growth: ■  Portfolio enrichment through      acquisitions and divestments ■  Innovation in everything we do
© 2005 ALCAN INC.	Slide   20

Financial Metrics
Significant value creation potential
© 2005 ALCAN INC.		Slide   21

Summary
Engineered Products committed to maximizing value
■  Enrich the portfolio via acquisitions/streamlining ■  Extended geographical footprint ■  Product/market development ■  Key drivers: customer focus / innovation ■  Grow the business profitably and in a sustainable way ■  Continue to capture the synergies from Pechiney and recent acquisitions ■  5yr plan more than double value ■  EVA positive position within reach ■  Develop human resources, our management model and organization
© 2005 ALCAN INC.		Slide   22

© 2005 ALCAN INC.	Slide   23

APPENDIX
© 2005 ALCAN INC.	Slide   24

Aerospace, Transportation and Industry
Facilities located close to largest customers

© 2005 ALCAN INC.	Slide   25

Composites
Leadership in global markets
© 2005 ALCAN INC.		Slide   26

Extruded Products
Anchored in Central Europe
© 2005 ALCAN INC.		Slide   27

© 2005 ALCAN INC.	Slide   28

EX-99.5

Exhibit 99.5  Slides of Presentation by Cynthia Carroll, Senior Vice President, Alcan Inc., President and Chief Executive Officer, Alcan Primary Metal.

Forward Looking Statements
Statements made in the course of this presentation which describe the Company's intentions, 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 actual actions or results could differ materially. Reference should be made to the  most recent Form 10-Q and Form 10-K for a summary of major risk factors. 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.comin the “Investors” section.
© 2005 ALCAN INC.		Slide 2

Agenda
■Market Review ■Primary Metal Group Overview ■Management Systems and Operations ■Value Drivers and Challenges ■Growth Opportunities ■Summary
© 2005 ALCAN INC.		Slide 3

Primary Aluminum Growth Evolution
Growth occurring in regions with available energy at competitive costs and mass market consumers
© 2005 ALCAN INC.		Slide 4

World Primary Aluminum Balance
© 2005 ALCAN INC.		Slide 5

World Primary Aluminum Balance
© 2005 ALCAN INC.		Slide 6

Primary Aluminum Growth
China has been responsible for almost 50% of the growth in world primary aluminium consumption and production over last decade
© 2005 ALCAN INC.		Slide 7

2004 Total Consumption by End-use China vs. Western World
China’s aluminum consumption has been driven by growth in its overall economic activity and by higher penetration ratios in its main end-use markets
© 2005 ALCAN INC.		Slide 8

China Primary Production Growth
Growth rate of primary metal production in China is slowing down
© 2005 ALCAN INC.		Slide 9

China Unwrought Aluminum Imports and Exports
China imports are relatively stable but exports are dropping
© 2005 ALCAN INC.		Slide 10

Alcan Primary Metal
Close to 50% of Alcan’s primary production is based on self-generated power
© 2005 ALCAN INC.		Slide 11

EHS Performance - Safety
Safety results improving continuously
© 2005 ALCAN INC.		Slide 12

EHS Performance - Environment
Successfully addressing GHG emissions while increasing production
© 2005 ALCAN INC.		Slide 13

Value-Added Products
In 2005, APMG will have records sales in billet, small form and remelt ingot
© 2005 ALCAN INC.		Slide 14

Cost Drivers and Key Challenges
Primary aluminium industry must address several challenges
© 2005 ALCAN INC.		Slide 15

Competitive Position
Close to 90% of Alcan’s production is based on self-generated power and long term contracts
© 2005 ALCAN INC.		Slide 16

Drivers for Value Creation
Moving simultaneously on all value drivers, through our asset optimization initiatives and technological solutions, creates a sustainable business for the future
© 2005 ALCAN INC.		Slide 17

Continuous Improvement System
CI deployment delivered substantial value across all Primary Metal Group sectors
© 2005 ALCAN INC.		Slide 18

Alcan’s Smelting Technology Unsurpassed Offer
Alcan’s global leading edge smelting technology package is an unparalleled competitive advantage
© 2005 ALCAN INC.		Slide 19

Growth Through Strategic Initiatives
New Strategic Model for Maximizing Value

Initiatives Completed      Alouette Expansion        ■Smelting Technology: AP30
      ■Expansion from 243 kt to 550 kt/year
      ■Alcan Ownership: 40%       Others Initiatives       ■Closure of Arvida Soderberg
      ■Divestiture of ADG and Brazilian operations
      ■Divestiture of PEM Ningxia JV Investment ■Smelting Technology: GAMI - Prebake
■JV (50% Alcan) owns Line 3 (150 kt/year) and 43,5%
  share interest   of the Daba Power Plant (1200 MW)
■Expansion Potential: L4 = 230 kt , L5 = 250 kt Sohar JV Project, Oman
■Smelting Technology: AP35
■Capacity: 330 kt/line
■Start-up year: Line 1-2008 and Line 2-2010
■Alcan ownership: 20% of Line 1 and 60% of Line2
■Power: Long-term dedicated gas-fired power plant  Coega JV Project, South Africa ■Smelting Technology: AP35
■Capacity: 330 kt/Line
■Start-up year: TBD
■Alcan ownership: TBD
■Power: connected to the national grid   Actively pursuing brownfield expansion
opportunities in Cameroon,  Canada, Iceland 

© 2005 ALCAN INC. Slide 20

Competitive Position
2009 target: 55% of production in first quartile; 80% in lower half
© 2005 ALCAN INC.		Slide 21

Summary

Competitive Strengths	Key Priorities
■APMG’s distinctive position due to significant self generated power	■EHS - meet / exceed requirements
■APMG’smarket leading position with its AP technology	■Continuous Improvement full deployment
■APMG’s world-class low-cost smelting operations with further AOS opportunities	■Achievement of AOS and other operating initiatives
■APMG’s diversified operational position both from a geographic and market standpoint	■Full Economic Cost Reduction to improve APMG’s returns on major projects and  maintain global leadership in technology sales
■APMG’s growth through low-cost capital initiatives	■Strong customer focus in line with VAP strategy
■A balanced portfolio of R&D activities supporting current assets and developing future options	■Growth through selective capital deployment
■Technology leverage by selling technology licenses, equipment, and services	■Business model in major projects that is aimed at maximizing value
■Synergy and business opportunities resulting from Pechiney integration
■Discipline to apply Alcan Integrated Management Systems

© 2005 ALCAN INC. Slide 22

© 2005 ALCAN INC. Slide 23

Primary Metal Group Global Presence
© 2005 ALCAN INC.		Slide 24

Innovation and Growth Platform
APMG leads the most innovative strategic R&D program in the industry
© 2005 ALCAN INC.		Slide 25

APMG on the Cost Curve
Alcan’s competitive cost position is driven by favourable power contract and self-generated energy supply as well as efficient low-cost facilities
© 2005 ALCAN INC.		Slide 26

World Primary Aluminum Market
© 2005 ALCAN INC.		Slide 27

World Primary Aluminum Operating Rate
© 2005 ALCAN INC.		Slide 28

Alcan Primary Metal Organization

EX-99.6

Exhibit 99.6  Slides of Presentation by Jacynthe Côté, Senior Vice President, Alcan Inc., President and Chief Executive Officer, Alcan Bauxite and Alumina.

Forward Looking Statements
Statements made in the course of this presentation which describe the Company's intentions, 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 actual actions or results could differ materially. Reference should be made to the  most recent Form 10-Q and Form 10-K for a summary of major risk factors. 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.comin the “Investors” section.
© 2005 ALCAN INC.		Slide 2

Discussion Topics
■Profile ■AIMS ■Business Environment ■Strategic Agenda ■Summary
© 2005 ALCAN INC.		Slide 3

Bauxite and Alumina Group Operations
Global leader in bauxite mining, alumina refining, technology & trading
© 2005 ALCAN INC.		Slide 4

Operations
© 2005 ALCAN INC.		Slide 5

Strengths
■  Market leader with global reach ■  Significant growth opportunities ■  Superior Technology ■  Excellent R&D capabilities ■  Trading capabilities ■  Commited to Sustainability   ■  AIMS –Proven Execution
© 2005 ALCAN INC.		Slide 6

Key Operational and Financial Data
© 2005 ALCAN INC.		Slide 7

EHS Performance
Improving trend on environment, health and safety performance
© 2005 ALCAN INC.		Slide 8

CI and Operational Excellence
■  CI is an enabler to maintain and improve our competitive position ■  A series of measures lead to operational excellence ■  Our Lean Six Sigma framework ■  Cross-fertilization of best practices ■  Integration synergies ■  Procurement strategy ■  Combined, those measures create close to $50M in sustainable     BGP in 2005
© 2005 ALCAN INC.		Slide 9

VBM – Asset Management Capabilities
Strategic thrust: profitable growth through focus on advantaged assets
© 2005 ALCAN INC.		Slide 10

Bauxite
10% of world bauxite production
© 2005 ALCAN INC.		Slide 11

Alumina
9% of world alumina production
© 2005 ALCAN INC.		Slide 12

Alumina Market
Spot market is a very small component of the total market
© 2005 ALCAN INC.		Slide 13

Alumina Balance
Market balance still tight until 2006 with notable surplus starting in 2007
© 2005 ALCAN INC.		Slide 14

Alcan Bauxite and Alumina Balance

	Before G3	After G3
Balance of Bauxite Portfolio (Kt)
Internal Production	16,500	19,900
Internal Demand	13,500	16,900
Internal Balance	3,000	3,000
Balance of Alumina Portfolio (Kt)
Internal Production	5,200	7,000
Internal Demand	6,700	6,700
Internal Balance	(1,500)	300

© 2005 ALCAN INC. Slide 15

Raw Material Price Volatility
The alumina industry has been impacted by unprecedented price increases
© 2005 ALCAN INC.		Slide 16

Raw Material Price Volatility
The alumina industry has been impacted by unprecedented price increases
© 2005 ALCAN INC.		Slide 17

Gove Expansion
Expansion and gasification will reduce cash costs by 36 $/t
© 2005 ALCAN INC.		Slide 18

Gove Expansion
© 2005 ALCAN INC.		Slide 19

Gove Expansion
© 2005 ALCAN INC.		Slide 20

Gas to Gove
PNG constitutes the best option for Gove to access natural gas
© 2005 ALCAN INC.		Slide 21

Cost Optimization
■Gardanne and Vaudreuil are two high-cost facilities ■Gardanne ■Gradually increased specialty alumina production     ■Value-added products can substantially improve profitability ■Vaudreuil ■Process changes and cost cutting measures are negotiated   with the employees and union ■All options to improve value are being considered
© 2005 ALCAN INC.		Slide 22

Long Term Market Balance
Long-term demand will justify numerous greenfield projects
© 2005 ALCAN INC.		Slide 23

Other Growth Opportunities

Project	Description and Benefits
Alumar	> Expansion of 2.1 Mt from existing capacity of 1.4 Mt.
	> Expected investment decision by Q4 2005
Utkal	> Greenfield project of 1.5Mt in province of Orissa, India
	> Alcan owns 45% with Hindalco holding the other 55%
	> Investment decision expected by mid-2006
Guinea	> Greenfield project of 1.5Mt in Guinea >
	> Alcan owns 50% with Alcoa holding the other 50%
	> Expect to be in a position to make a decision on DFS by the end    of 2005

© 2005 ALCAN INC. Slide 24

Technology Value
World leader in all Bayer process technology areas
■Only Alcan offers complete technology package for all sectors of the   Bayer circuit ■Testing of bauxite in pilot plant ■Technology to process every type of bauxite ■Specific technologies optimised for local conditions ■Complete basic engineering package ■Detailed engineering ■Training of client in Alcan’s plants ■Support during and after commissioning ■Essential to preserve and improve competitive position, this know-how   also allows participation in capital projects as technical expert
© 2005 ALCAN INC.		Slide 25

Technical and Operational Support Greenfield Refineries
All but five greenfield projects (larger than 300 Kt) since 1980 were built with Alcan technology

With Alcan Technology		With Other Technology
San Ciprian, Spain	1980	Alumar, Brazil
Nikolaïev, Ukraine	1982	Worsley, Australia
Bauxilum, Venezuela	1983	Wagerup, Australia
Aughinish, Ireland	1983	CAR, Australia
Damadjodi, India	1987	Zhengzhou, China
Pingguo, China	1994
Shanxi, China	1994
Alunorte, Brazil	1995

© 2005 ALCAN INC. Slide 26

Sustainability
Committed to sustainable economic, environmental and social value creation
■Strong governance and corporate responsibility embedded in our strategy and culture ■Sustainable development for all stakeholders part of our culture ■Community involvement ■Health programs (AIDS and malaria) in Ghana ■Schooland training center for aboriginals in Australia ■Emissions ■Conversion of Gove to gas ■Energy Efficiency ■Improvement of liquor productivity (enhancement of energy consumption) ■Environment ■Marine health monitoring program in conjunction with university searchers ■Commercial applications for residues ■In daily management, sustainability is the integration of environmental   stewardship, economic performance and the well-being of  our communities
© 2005 ALCAN INC.		Slide 27

Operating and Strategic Agenda
2009 target: 50% of production in first quartile; 75% lower half
© 2005 ALCAN INC.		Slide 28

Summary and Key Priorities
■AIMS deployment, leading to operational excellence ■Successful construction and start-up of Gove expansion ■Convert Gove to natural  gas ■Eliminate value destruction in high-cost facilities ■Pursue commercial strategy based on a proprietary market perspective   for our asset-based portfolio and well controlled trading operations ■Leverage our sustainability & technology know-how, and pursue growth  opportunities of large-scale cost advantaged assets
© 2005 ALCAN INC.		Slide 29

© 2005 ALCAN INC. Slide 30

 

EX-99.7

Exhibit 99.7 Slides of Presentation by Christel Bories, Senior Vice President, Alcan Inc., President and Chief Executive Officer, Alcan Packaging.

Forward Looking Statements
Statements made in the course of this presentation which describe the Company's intentions, 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 actual actions or results could differ materially. Reference should be made to the  most recent Form 10-Q and Form 10-K for a summary of major risk factors. 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.comin the “Investors” section. References to "markets" or "market shares" as used in this document do not necessarily reflect regulatory market definitions.
© 2005 ALCAN INC.		Slide 2

Agenda
■Group and business overview ■Market trends ■Strategy summary ■Operating priorities ■Financial metrics ■Summary ■Appendices
© 2005 ALCAN INC.		Slide 3

Alcan Packaging
A global leader
© 2005 ALCAN INC.		Slide 4

Sales by Region
Global reach in all our segments
© 2005 ALCAN INC.		Slide 5

Competitive Landscape
N°8 overall, but N°2 in high value-added specialty packaging

The World’s Largest Packaging Companies (2004 figures)

	Country	Packaging Sales $bn	Principle Products
1 Tetrapak	Swe	9.2	Liquid Packaging & Packaging Machinery
2  Smurfit Stone Container	USA	8.3	Containerboard & Corrugated
3  Amcor	Aus	8.1	PET Containers, Closures, Flexibles, Corrugated, Cartons, Metal Cans
4  International Paper	USA	7.4	Paperboard, Cartonboard, Folding Cartons
5  Crown Cork & Seal	USA	7.2	Metal Cans
6  Toyo Seikan	Jap	6.6	Metal Cans, and Plastics & Glass Containers
7  Owens Illinois	USA	6.3	Glass and Plastic Containers
8  Alcan Packaging	Can	6.1	Flexible Packaging, Rigid Plastics, Cartons, Glass Tubing
9  Rexam	UK	5.6	Metal Cans, Rigid Plastics
10 Ball	USA	5.4	Metal Cans
11 Avery Dennison	USA	5.3	Flexible Packaging and Labels
12 St Gobain	Fra	4.6	Glass Containers
13 Weyerhaeuser	USA	4.5	Containerboard, Packaging and Recycling
14 Sealed Air	USA	3.8	Flexible Packaging and Protective Packaging
15 Jefferson Smurfit	Ire	3.8	Containerboard, Packaging and Recycling
16 Pactiv	USA	3.4	Flexible and Protective Packaging, Food Service
17 Alcoa	USA	3.2	Consumer Products, Food Service, Closures, Flexible Packaging
18 Sonoco	USA	3.2	Paper and Plastic Flexibles, Paperboard
19 Bemis	USA	2.8	Flexible Packaging and Labels
20 Huhtamaki	Fin	2.6	Rigid Thin-Walled Plastic & Paper, Molded Fiber and  Flexible Packaging
		107.6

The world’s top 20 packaging companies represent less than 25% of the total supply

© 2005 ALCAN INC. Slide 6

Milestones
Leadership through major acquisitions
© 2005 ALCAN INC.		Slide 7

Market Position
Leading Positions in Key Segments
© 2005 ALCAN INC.		Slide 8

Market Participation
Focused on attractive markets where we can differentiate
© 2005 ALCAN INC.		Slide 9

Market Participation
Trends have not changed but …are accelerating
■The footprints of our largest customers are changing, as they are investing heavily   in emerging countries. ■Globalization and consolidation of our customer base create pressure on both price   and performance but also favor high quality suppliers. ■Consumer needs are changing with life cycles and demographics (aging population) in   developed economies, leading to more functionalities and enhancing packaging   usefulness. ■More demand for service innovation and supply chain integration ■Regulatory requirements are increasing.
…and two new trends may continue
■Softness in Western Europe consumer demand is creating a highly competitive   environment,
■Oil prices are likely to remain high, which will continue to drive higher resin prices
© 2005 ALCAN INC.		Slide 10

Market Growth
Our customers are growing fast in new geographies

Market Trends - Illustration
Consolidation … both on the customer and supplier side
© 2005 ALCAN INC.		Slide 12

Raw Material Impact
Plastic-based products impacted by increased oil prices
© 2005 ALCAN INC.		Slide 13

Integration and Synergies
■Integration ■Full alignment on AIMS throughout the organization ■High degree of integration in all functional areas ■Synergy Realization ■VAW Flexpak integration complete, with target synergies of $45M   captured ■Pechiney synergies on track,with savings expected to reach or    exceed target of $115M ■4 Plants Closed
© 2005 ALCAN INC.		Slide 14

Strategy Summary
■Operating Excellence as a foundation of our success   ■Rationalization of our portfolio   ■Focus on growing and attractive market segments
© 2005 ALCAN INC.		Slide 15

Operating Excellence
Laying the foundation for future success
■Deploying Alcan Integrated Management System ■Best-in-class in EHS ■Aggressive deployment of CI ■VBM ■Implementing World Class Purchasing ■Changing Manufacturing Footprint ■Fewer and larger operations, and more specialized by   product and technology = Centers of Excellence ■Part of the business in low cost areas ■Aligning new operating models in line with customer needs
© 2005 ALCAN INC.		Slide 16

Operating Excellence - EHS
Significant improvement over the last 3 years
© 2005 ALCAN INC.		Slide 17

Operating Excellence - CI
Lean 6 sigma supported by manufacturing excellence basics to accelerate deployment and exchange of best practices
© 2005 ALCAN INC.		Slide 18

Operating Excellence -  Procurement
Leveraging our scale and global reach
We develop strategic initiatives, such as: ■Global sourcing ■Low cost countries sourcing ■Total value of ownership (TVO) ■E-procurement

© 2005 ALCAN INC. Slide 19

Manufacturing Footprint
A strong base for low-cost export
© 2005 ALCAN INC.		Slide 20

Manufacturing Footprint
Reinforcing our Western businesses
■Moving some of them to low-cost countries, and growing our   Eastern European and Mexico platforms. ■Accelerating automation. ■Reducing our number of plants. ■Reinforcing service models and creating Centres of Excellence: ■Food Flexible customer and market focused sites ■Tobacco customer dedicated factories ■Focused Pharma Centers:  USA, UK, Spain, Germany,  China
© 2005 ALCAN INC.		Slide 21

Manufacturing Footprint
Simplifying our business to be stronger and faster
© 2005 ALCAN INC.		Slide 22

Portfolio Rationalization
Exiting Mature and Unprofitable Segments …
© 2005 ALCAN INC.		Slide 23

Growth
Focusing on growing, attractive market segments
© 2005 ALCAN INC.		Slide 24

Growth – Portfolio Realignment
Extending our footprint in attractive segments and geographies
© 2005 ALCAN INC.		Slide 25

Innovation Process
Driving profitable, sustainable organic growth
© 2005 ALCAN INC.		Slide 26

BGP Margin
Target 15% in 2009
© 2005 ALCAN INC.		Slide 27

Summary
Winning in our markets through …
■  Excellent management systems providing a strong foundation:     AIMS: EHS FIRST, CI, Maximizing Value & Procurement Excellence ■  Optimized platforms capturing future growth: ■  Balanced geographical footprint ■  Excellent, top-tier portfolio of technology and know-how ■  Customized service models ■  Strong innovation process   ■  Empowered people, working in flexible organizations, focused on     delivering profitable growth ■  Working in a sustainable way ■  Focusing on what is most important:  our customers
© 2005 ALCAN INC.		Slide 28

APPENDIX
© 2005 ALCAN INC.	Slide 29

Alcan Packaging Locations
© 2005 ALCAN INC.		Slide 30

Alcan Packaging Organization
© 2005 ALCAN INC.		Slide 31

Food Flexible Worldwide No. 1
© 2005 ALCAN INC.		Slide 32

Pharmaceutical Worldwide No. 1
© 2005 ALCAN INC.		Slide 33

Cosmetics & Personal Care Worldwide No. 1
© 2005 ALCAN INC.		Slide 34

Tobacco Worldwide No. 2 – Soon No. 1
© 2005 ALCAN INC.		Slide 35

© 2005 ALCAN INC. Slide 36

EX-99.8

Exhibit 99.8  Press Release of Alcan Inc. dated September 29, 2005.

Press Release

FOR IMMEDIATE RELEASE

ALCAN ANNOUNCES UPDATED FINANCIAL TARGETS INCLUDING SPECIFIC BUSINESS OBJECTIVES

Toronto, Canada - September 29, 2005 - Alcan Inc. (NYSE, TSX: AL) today announced updated long-term targets for the corporation as a whole and for each of its four Business Groups. The corporate targets include:

•        15 percent annual growth in operating earnings per share;

•        US$2 billion minimum annual cash from operations in 2006 and onward;

•        return on capital employed sufficient to cover its cost of capital by 2008;

•        debt to total capital ratio of approximately 35 percent.

Speaking at Alcan's annual investor conference Travis Engen, President and Chief Executive Officer, Alcan Inc., said "These targets reflect the significant changes and accomplishments at Alcan since 2003, as well as our governing objective of maximizing long-term value." He further added, "They are also a clear expression of our confidence in, and commitment to, strong future performance."

Specific targets for 2009 and action plans to achieve them were also identified for each of the Company's four Business Groups. For the upstream businesses, these include achieving first quartile status on the global cost curve for 50 percent of Bauxite and Alumina production and 55 percent of Primary Metal production. For the downstream businesses, the targets include improving Business Group Profit margins on revenues to 10 percent for Engineered Products and 15 percent for Packaging. The targets reflect Alcan's current business plans and economic outlook as well as forward rates for aluminum and currencies.

"Alcan has been significantly transformed over the last few years," said Mr. Engen. "We now have in place the business model, management systems and portfolio structure to deliver increasingly robust earnings, cash flow and returns. There are terrific opportunities to create value throughout the Company and we're very excited about our prospects. These new targets provide a clear set of markers to measure our progress, and we'll be reporting regularly against them in the time ahead," he concluded. 

Alcan is a multinational, market-driven company and a global leader in aluminum and packaging. With world-class operations in primary aluminum, fabricated aluminum as well as flexible and specialty packaging, aerospace applications, bauxite mining and alumina processing, today's Alcan is well positioned to meet and exceed its customers' needs for innovative solutions and service. Alcan employs almost 70,000 people and has operating facilities in 55 countries and regions.

Statements made in this press release, 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. 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, the Company's ability to dispose of assets at the anticipated prices 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.

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