Payroll history, an organizational chart with people in it, customer records, and financial statements covering a meaningful period. Those absences are expected, but they should be addressed rather than left blank. Substitute what exists: signed agreements, funding evidence, hiring plans with dates, and the parent entity's own records.
Answer the gaps rather than hoping they pass
A file that simply omits the missing categories reads as incomplete; one that explains what stage the operation has reached reads as candid. Keep a short note of what will exist by a given month and let counsel decide whether to include it. Keep the parent entity's documentation current in the same folder, because a new operation's credibility rests substantially on the established business behind it.
There is a useful test for deciding what to include. Ask of each missing item whether its absence is explained by the operation's age or by something else. A new operation without payroll history is unremarkable; a new operation without a lease or a bank account is a different matter, because those exist from the first week of any real business.
Sort the gaps into those two piles and address only the second in the covering material. The parent entity's records carry weight here precisely because they are complete: audited accounts, an organisational chart with names in it, and evidence of continuing business abroad show that the qualifying relationship attaches to a functioning organisation.