This report critically evaluates the cultural and HRM issues that a UK business must consider when establishing a call center in Japan. It begins with an introduction to international human resource management (IHRM) and its role in global business expansion, emphasizing the importance of adapting to local markets. The report then delves into a critical analysis of cultural differences between the UK and Japan, using Hofstede's cultural dimensions theory to highlight disparities in power distance, individualism, uncertainty avoidance, masculinity, long-term orientation, and indulgence. It contrasts Japanese and British business practices, including decision-making styles, teamwork, work ethic, and customer relations. Furthermore, the report assesses HRM challenges such as global hiring, international compliance, knowledge sharing, and building a company culture. It also discusses specific issues like language barriers, cultural differences, and employee selection. The report concludes by emphasizing the need for IHRM strategies to navigate these complexities, including tailored management approaches, customer-focused strategies, performance appraisals, and cross-cultural training to ensure a successful call center operation in Japan.