By 31 December 2009, it had 12,875 employees, while the CEO was Benoît Gilson, who succeeded the long-serving Luc Lallemand [fr; nl] in that role in 2020.

Modernisation efforts at this time included the renovation of existing signal boxes as well as ten separate major projects primarily aimed at capacity expansion.

[7] Around this time, the company was stating its corporate strategy to be client-focused and looking towards an increasingly liberalised European railway market; specifically, that its investment in capacity expansion was typically targeted towards areas that clients sought to run additional services.

[8] One of Infrabel's earliest investment programmes was the Diabolo project, which involved the construction of a direct underground rail link to Brussels Airport.

[3][9] Started in September 2007, the new line, which was built by the private public partnership company Northern Diabolo NV, was completed in June 2012 at a reported cost of €540 million; the most challenging component of the project was the boring of two tunnel shafts over a distance of 1.07 kilometres (0.66 mi) while only 6.5 metres (21 ft) beneath surface level.

[18] Infrabel has also been deploying the European Train Control System (ETCS) along strategic corridors, replacing obsolete and less effective signalling apparatus in the process; in August 2015, a €510 million contract to install such equipment along 2,200 kilometres (1,400 mi) of track was issued to Siemens and Cofely-Fabricom.

[21] Furthermore, where reasonable to do so, Infrabel has also been eliminating level crossings, often by building new roads, bridges, or tunnels, with the twin aims of reducing accident rates and improving punctuality.