Modern economies depend on energy and the limited supplies of oil and gas have seen a huge increase in prices. Both India and Pakistan face the problem of insufficient natural gas to meet the increasing domestic demand for energy.

All the gas production in South Asia is currently used to meet the domestic needs. Natural gas is used to supply the new power plants, in an attempt to diversify from expensive oil imports. The result is an increase in the natural gas usage over the last decade.

Iran on the other hand has abundant gas resources, especially with the natural gas reserves that have been discovered in Iran’s South Pars fields in 1988. Ever since then, the Iranian government has been trying to increase its gas exports abroad. Iran understands the potential of high profits from gas-hungry countries in South Asia, such as India and Pakistan.

More than a decade ago, in 1995, Iran and Pakistan have signed an agreement for constructing a natural gas pipeline from Iran’s South Pars gas fields to Karachi, which is Pakistan’s main industrial port. Later, Iran came up with the proposal of extending the pipeline to India. However, the Indian government was not keen on entering into an agreement with Pakistan, owing to the tense relationship between the two countries. India came up with an alternative plan, suggesting the creation of a deep sea pipeline, to avoid any threat to security of resources. All that was in the past.

The potential for developmental and economic gain from natural gas ultimately forced Iran, Pakistan and India to reassess the situation. With relations between India and Pakistan improving and compromise on the pricing structure by Iran, this pipedream is turning into reality.

This project can prove to be vital for all three countries. It will give Iran a chance to gain entry into one of the biggest markets for energy resources, while India and Pakistan, with their fast growing economies will have sufficient long-term supplies to meet the increasing domestic demands.

Iran, Pakistan and India are expected to sign a deal soon, for building a 1,724 mile long natural gas pipeline that would carry 2120 million cubic feet of gas per day initially. The pipeline will run from Iran to Pakistan and then to India. Although, initially the project was estimated to cost $4.5 billion, the cost has been revised and finalized at $7.5 billion.

This is called the IPI pipeline or the “peace pipeline,” based on the perceived impact on it could have on reducing tensions between India and Pakistan.

This pipeline would begin in Iran’s South Pars gas fields and run through Baluchistan (Pakistan,) into India.

Although, everything else has been finalized, the only issue that is still being discussed is the delivery point. While Iran wanted to deliver it on the Iran Pakistan border, India wants it on the border of India and Pakistan. These issues are currently being sorted out and continuous talks are on between the officials of all three countries, and the formal agreement is expected to be signed towards the end of the month.

This agreement thwarts U.S. plans to isolate Iran from the world. U.S. allies, Pakistan and India are both under pressure from the United States not to get into any kind of agreement with Iran. In a statement made by Condoleeza Rice, she says “The United States has made very clear to India that we have concerns about their relationship with Iran.” These concerns are said to include the proposed gas pipeline.

Although, India was noncommittal initially, which was felt to be due to American pressure, the rising prices of gas and the immediate need for energy seems to have overcome all other concerns. Another factor that could have jostled India was the China threat, when China showed interest into entering the deal in place of India.

Experts say that it is only now that Pakistan and India are beginning to understand the dynamics of global energy politics. Now, with China also entering into the energy game, the energy resources of Central Asia would keep reducing with every pipeline that is built away from them. Unlike oil, which can easily be transported in any direction in containers, gas has to be transported only through pipeline routes. Only consumers on that route can be served and there is nothing that can be done to change this. These two countries now realize that continuing to hesitate would be detrimental to their countries’ health, with the West and the Orient ready to take most of the natural gas.

They call it the “Ghosn effect,” when referring to the boss who they worry may be stretched so thin that he cannot manage either Nissan or Renault, as well as he was able to manage one company.

Renault is a French vehicle manufacturing company that produces cars, buses, vans, trucks and tractors. The company is well known for several revolutionary designs as well as motor racing.

The Renault-Nissan alliance was the first of its kind that involves a French and a Japanese company, each of them having their own brand identity. Renault has a stake of 44.4 percent in Nissan, the Japanese company; and Nissan has 15 percent stake in Renault. Carlos Ghosn, who was the CEO of Nissan, also became the CEO of Renault in 2005.

Today, the petulant shareholders confront the CEO of Nissan-Renault as they are perturbed with the share prices going down more than 30% this year. The wonderful impact the CEO had on Nissan when he turned around the floundering Japanese company almost a decade ago when he took over, is no longer seen.

Analysts say that the sales at Renault have flattened out, with profits sliding down 7.6% last year and they do not seem to be doing any better in 2008 either. Nissan is facing a similar situation, with the stock going down by 32% from the twelve-month high on flat profits in 2007 and with poor prospects for 2008.

The shareholders and analysts attribute it to one boss trying to do too many things at the same time; the CEO has a schedule that ordinary mortals cannot survive.

Carlos Ghosn, CEO of both Renault and Nissan Motors, responds to these allegations saying, “if you look at car-company tie-ups, such as Daimler-Benz buying Chrysler or Ford Motor buying Jaguar and Land Rover, there is only one global alliance that has added value, and that is Nissan and Renault.” He also points out that the two are earning billions even in a year of recession and slow-down.

He feels that his dual role as CEO is in keeping with the changing time, when automakers must be able to move fast to adapt to the changing tastes of people and tough regulations.

There were two major joint ventures in 2007, involving Nissan and Renault: two electric car projects in Denmark and Israel, a combined factory in Morocco and a project to design and build a $2500-$3000 car in India.

There is also a joint venture in Russia with AutoVAZ, to supply small cars to Chrylser, outsourcing Nissan’s pickup-truck manufacturing in the U.S., and agreeing to build small pickups for Suzuki Motor.

Renault-Nissan has plans of launching a whole range of electric vehicles by 2012 in all the large markets. It says these vehicles will be less expensive that the petrol models. Everything, except the batteries are said to be ready. They are currently looking into the charging cycles of the batteries and to use fast-charge systems that ensure quick recharges and increasing the mileage.

CEO of Nissan feels that although Nissan has to stay strong in the U.S., this market may not be great again, since it is saturated, as America has about 800 vehicles per 1,000 people when compared to less than 30 in India and china.

Nissan faces the challenge of standing the ground in the huge U.S. market place while racing to win the hearts of first-time car buyers in Brazil, China, Russia and other places.

Experts believe that lowering the costs of technology and production is crucial to making both companies more profitable. Nissan has currently tied up with Bajaj Auto for a car, tentatively called the ULC and to be sold at a wholesale price of $2500, in the Indian markets. This new facility will be built in Chakan, Maharashtra, India with 400,000 units per year in the first phase, and is expected to go on sale in early 2011 in India and later in other export countries. They say that U.S. may not be one of the export countries, but part of Europe will most probably see the ULC.

The CEO of Renault-Nissan wants to infuse his companies with the innovative and low cost Indian design thinking. He feels that India understands frugal engineering better than Europe or Japan.

In spite of certain setbacks experienced in the past few years, these are reasons enough for the hyper-driven Nissan-Renault to keep moving and pick up pace in the future.