The shipping industry is one of the largest and fastest growing sources of global carbon dioxide (CO2), nitrogen oxides (NOx), and sulphur oxides (SOx) emissions, putting decarbonization and zero emission ships on the political agenda. Decarbonizing and zero emission is a necessity for sustainable blue growth. Entrepreneurs by utilizing of their ingenuity can identify venturing ideas and analyse them to identify entrepreneurial opportunities and establish new markets. The markets that can work non-stop while helping to decarbonizing and zero emissions. But how can such opportunities be identified, be made and profitable? Who should it service? Existing knowledge does not answer these questions precisely. Researcher addresses this gap and systematically identified the entrepreneurial opportunities for decarbonization and zero emission in the NSR. In this research, as a sub-project in the PERISCOPE project, the researcher aims to: Formulate an applicable framework for screening venturing ideas in the NSR. Introduce entrepreneurial opportunities for decarbonizing and zero emission to investors. And provide a base for a strategic foresight to manage strategic decisions for decarbonizing and zero emission in the NSR. For achieving the first objective, the researcher answered 2 research questions: 1. What are venturing idea for decarbonizing and zero emission and their clustering in the NSR? 2. What are venturing idea screening criteria in the NSR and how are their priority? In answering question one, the literature review showed (Chapter2), there are 57 venturing ideas for decarbonizing and zero emission in the NSR. A concept mapping analysis by Concept System software with 15 participants and a fit stress value showed 32 out of 57 venturing idea are more plausible. The participants, then, clustered 32 venturing idea into 3 clusters: Infrastructural, shipbuilding and technological venturing ideas. In answering question two, brainstorming and AHP analysis by Expert Choice software were used. This analysis showed 4 venturing ideas screening criteria: 1. Feasibility. 2. The ability to solve emission problem and meet need to decarbonize and zero emission in the NSR. 3. Creating value for the NSR. 4. Commercially availability time. With answering these questions, the researcher formulated an applicable framework for screening venturing ideas and improved the existing knowledge in the field of entrepreneurship, while neither such framework nor their priorities are in the literature review. For achieving the second objective, the researcher answered 2 following research questions: 3- When the venturing ideas for decarbonizing and zero emission will be realized? 4. What are Entrepreneurial opportunities for decarbonizing and zero emission in the NSR in each cluster? In answering question three, a modified Delphi approach was used. The results showed Commercially availability time for all 32 identified venturing ideas. In answering question four, the author used GAHP. To identify entrepreneurial opportunities, the researcher asked 10 experts to complete 12 AHP questionnaires. Based on Expert Choice software outputs and 2 consensus interviews following entrepreneurial opportunities were identified in the NSR. 1- Infrastructural entrepreneurial opportunities: This cluster includes microgrids at large ports, prolonging life and re-purposing O&G assets, wind park repurposing, fully electric fish farm and offshore vessel charging stations. 2- Shipbuilding entrepreneurial opportunities: This cluster includes Exhaust scrubber, Solar-powered charging vessel, Renewable methanol vessels,100% Renewable energy vessels and Tide-powered hydrogen vessels. 3- Technological entrepreneurial opportunities: This cluster includes Charging at offshore wind parks/farms, Virtual arrival agreements, AI for cargo stowage, International MRV monitoring and Offshore maintenance drones. For achieving the third objective, the researcher answered 2 following research questions: 5. What are the variables affecting realization of these opportunities? 6. Which variables are the key (Strategic) variables? In answering question five, the author performed an inductive qualitative data analysis using MAXQDA V.18 and applied Kappa Coefficient and Stress Value for trustworthiness. In result 79 different variables (codes) identified and clustered in 5 themes for the 15 opportunities. The themes are political, economic, social, technological, and environmental. In answering question six, Structural Analysis by Micmac software was used. This analysis showed 36 out of 79 identified variables are strategic (key) variables, because those are controllable by the system and have an acceptable impact on the system. Answering these questions created a deeper understanding of affecting variables for each opportunity. Identification of the strategic variables is a base for future entrepreneurships in the NSR. Recommendations for each cluster in the chapter 5 are applicational approaches for decarbonizing and zero emission in the NSR.