Changes in Food Service Operations in a Brazilian Tourist Area: A Longitudinal Approach to the Impacts of the COVID-19 Pandemic

Abstract

This study aimed to evaluate the effects of the COVID-19 pandemic on food service operations in a Brazilian tourist area. It is a longitudinal observational study. Data collection was performed through telephone interviews with owners or managers of 54 food service establishments concerning the pre-pandemic period (T0) and two time points during the pandemic (T1 and T2). Findings revealed a reduction in the number of establishments providing on-site service at T1 compared to T0, followed by an increase at T2. A reduction in operating hours (56.7%) and profits (100%) affected more establishments at T1 than at T2 (26.7% and 76.7%, respectively) (p < 0.05). At T2, with the resumption of in-person activities, there was a significant decrease in the use of sales channels such as telephone (p < 0.001), messaging applications (p = 0.0012), and websites/apps/social media (p = 0.009) compared to T0 and T1. The pandemic also caused an increase in mask use by employees (p < 0.01) and the availability of hand sanitizer dispensers at establishments (p < 0.01) during T1 and T2. At T2, there was also an increase in the supply of disposable cutlery, cups (p = 0.02), and gloves for customers (p = 0.015) compared to the pre-pandemic period.

1. Introduction

Food services, which range from traditional restaurants to snack bars, coffee shops, bars, bakeries, and food trucks, among others, play a significant role in society from both economic and social perspectives. These establishments employ a wide variety of professionals, including chefs, cooks, waiters, attendants, and restaurant managers [1]. Between 2009 and 2019, the out-of-home food sector grew by 184.2% in Brazil [2]. However, during the COVID-19 pandemic, food services were among the most affected commercial activities (ABRASEL, Associação Brasileira de Bares e Restaurantes, 2024). COVID-19 is a disease caused by the SARS-CoV-2 coronavirus, which commonly causes symptoms such as fever, cough, and shortness of breath [3]. The World Health Organization (WHO) declared COVID-19 a Public Health Emergency of International Concern (PHEIC) on 30 January 2020, and less than two months later, on 11 March, the disease was declared a pandemic [4].

This situation created the need to implement extraordinary measures to contain the spread of SARS-CoV-2. In Brazil, decrees ordered the closure of establishments, including food services [5]. Measures such as mandatory social distancing in public and private spaces were implemented [6]. To mitigate virus transmission and minimize economic impacts, many food services adopted or continued to operate exclusively through delivery, takeout, and drive-through services [7]. Nevertheless, these services still posed a risk [8,9], as workers (including food handlers and delivery personnel) could be sources of SARS-CoV-2 transmission. Consequently, establishments needed to reinforce or implement preventive procedures and measures such as maintaining a one-meter distance between employees, mandating mask use, emphasizing proper hand hygiene, routinely measuring employee temperatures, increasing surface cleaning frequency, and monitoring and promptly isolating workers with COVID-19 symptoms [10,11].

By 2022, with 80% of the Brazilian population having received the first dose of the COVID-19 vaccine and a decline in mortality rates [12], municipalities and states began to ease restrictions on population movement and allowed the return of in-person food services. To ensure a safe reopening, establishments had to maintain some procedures and adopt new measures, such as spacing tables, providing disposable cutlery and cups, and monitoring customer temperatures [10,11,13,14].

Thus, the complexity faced by food services during the pandemic was notable. Employees faced the risk of contracting COVID-19 due to the need to remain at work [15], and many owners (primarily of micro or small businesses) were financially unable to meet the demands of recommended safety adaptations [16]. Additionally, ingredient acquisition was hindered by food price increases exceeding the national average inflation rate [17]. Consequently, 40% of self-service restaurants in Brazil closed during the COVID-19 pandemic [18]. Despite these impacts, studies on the impacts of the pandemic on food services are scarce [15]. Furthermore, no longitudinal studies to assess different moments during the pandemic have been found to date.

Given this context, the present study aimed to evaluate changes in food service operations before and during two moments of the COVID-19 pandemic.

2. Literature

2.1. COVID-19 Pandemic

COVID-19 is an infectious disease caused by the SARS-CoV-2 virus (severe acute respiratory syndrome coronavirus 2), which can lead to severe acute respiratory syndrome in some individuals. The first cases were identified in December 2019 in China, and the disease quickly spread worldwide [19] (PAHO, 2020). On 30 January 2020, the WHO declared the new disease a PHEIC, the highest level of alert established by the International Health Regulations. Approximately two months later, on 11 March 2020, COVID-19 was declared a pandemic [20].

This decision was based on the rapid global spread of the virus, the increasing severity of cases, and the overburdening of both public and private health services [21]. The main route of transmission of COVID-19 is close contact, usually within two meters, with an infected person. Aerosols and respiratory droplets are released when an infected person speaks, sings, coughs, sneezes, or simply breathes and can spread the virus [22]. COVID-19 is characterized by symptoms of viral pneumonia, such as fever, fatigue, dry cough, and lymphopenia. However, it can also affect other organs, including the heart, liver, and kidneys, as well as organ systems such as the blood and immune systems. This may lead to death from complications such as multiple organ failure, shock, acute respiratory distress syndrome, heart failure, arrhythmias, and kidney failure [4]. According to data collected by the WHO from official communications under the International Health Regulations, as of 22 June 2025, there were 778,252,838 confirmed cases and 7,097,851 deaths from COVID-19 worldwide [23].

Since the first reported case of COVID-19, the world has experienced several waves of outbreaks. On 5 May 2023, the global Public Health Emergency for COVID-19 ended due to the reduction in mortality and hospitalization rates, along with an increase in the percentage of people immunized against SARS-CoV-2 [24]. On 8 December 2020, the first COVID-19 vaccination was administered outside a clinical study setting. One year later, it was estimated that 55.9% of the global population had received at least one dose of a COVID-19 vaccine, 45.5% had received two doses, and 4.3% had received a booster dose [25].

Although COVID-19 is no longer a global public health emergency, it is important to note that the pandemic declaration marked a global shift in how the virus was perceived and managed, with significant implications across multiple sectors that persist to this day [26]. The pandemic prompted widespread public health measures, economic disruption, and social transformation [27].

Given that the COVID-19 virus spread more easily in crowded places, during close-range interactions, and in poorly ventilated environments [3], control measures were implemented worldwide. These included social distancing, mask mandates, lockdowns, and the closure of non-essential services such as schools, universities, and businesses [28]. The global economy was significantly affected by these social distancing measures. Many businesses faced closures or operational disruptions, leading to job losses and a decline in economic activity, especially in sectors such as retail and hospitality, which depend on close physical interaction [29,30].

2.2. Impact of the COVID-19 Pandemic on Brazilian Food Services

The Brazilian food service industry grew by 111% between 2010 and 2019 [31]. However, the expansion of this sector was severely affected by the COVID-19 pandemic. Food services were among the hardest-hit industries due to the significant economic consequences of social distancing measures [32,33]. In 2020, the food service sector in Brazil reported a turnover of USD 70.8 billion, representing a 21% decrease compared to 2019 [34]. Approximately 300,000 establishments, including bars, restaurants, and similar businesses, closed across the country, while 700,000 food service businesses that remained open experienced reduced revenue, operating with around 40% less income [35]. Between March 2020 and July 2021, approximately 1.2 million people working in the food service sector lost their jobs [18].

To adapt to the new reality and survive the financial crisis, food service businesses had to shift their service models to takeout and delivery only [36]. This led to the accelerated adoption of online food delivery platforms, both by establishments that already offered traditional food delivery services and by new businesses [9,32]. In Brazil, between 2020 and 2021, the number of food service businesses using delivery as a sales strategy grew by 29% compared to the pre-pandemic period. By 2021, 89% of Brazilian food service establishments offered delivery [37]. This shift allowed many eateries to remain operational despite the challenges imposed by the pandemic, while also offering customers a safer alternative to dining out [38]. Nevertheless, takeout and delivery services still posed a risk of COVID-19 transmission, as contact between employees and between delivery drivers and customers continued [8,9]. As a result, these establishments needed to reinforce good hygiene practices and adopt additional preventive measures to reduce the risk of contagion [39,40].

The Brazilian Health Regulatory Agency, Brasília, Brazil (Anvisa) published a technical note reinforcing the importance of implementing effective practices to ensure a safe food supply while minimizing the risk of COVID-19 transmission. Anvisa recommended the daily monitoring of food service employees to identify potential cases of the disease, enforcing compliance with frequent and adequate handwashing standards, and improving all surface and workplace cleaning and disinfection procedures. In the event of a positive COVID-19 case, the infected employee should be temporarily removed from duty. Employees who had close contact with the infected individual should also be considered exposed and follow the same health protocols as confirmed cases [11].

Food service employees were advised to wear face masks while working to protect themselves and the people they served. This Personal Protective Equipment (PPE) should be replaced every 3–4 h or whenever it becomes dirty or damp. Gloves were recommended only in specific situations, such as for food handlers who came into direct contact with ready-to-eat foods. However, it was emphasized that glove use does not replace frequent and proper handwashing and sanitizing, and improper use can become a source of food contamination [14]. In addition to PPE, food services were instructed to implement strategies or physical barriers to maintain a minimum distance of one meter between employees during the working hours, helping to prevent the transmission of SARS-CoV-2 and protect workers [11].

Although food was not identified as a source or route of transmission of the novel coronavirus, good food handling practices were reinforced and intensified. Measures included discarding secondary packaging and sanitizing the primary packaging of raw materials; sanitizing fruits and vegetables before storage; preventing direct or indirect contact between raw and ready-to-eat foods; and cooking food to an internal temperature of at least 70 °C to inactivate the virus [10].

When authorized to operate by local governments, food services were required to adopt specific measures and adjust their physical structures to serve customers, such as (I) limiting the number of customers to allow at least one meter of distance between occupied tables, two meters between chairs, and one meter between customers in lines; (II) providing sinks at restaurant entrances and trash cans for mask disposal; (III) avoiding self-service buffets and water fountains; (IV) disinfecting tables and chairs after each customer use; (V) increasing restroom cleaning frequency; (VI) providing disposable gloves to customers during meal service; (VII) offering individually packaged cutlery and seasoning sachets; and (VIII) installing acrylic barriers at tables, scales, and cashier stations [11,13].

Although these guidelines were widely disseminated, their implementation presented considerable challenges, especially for establishments with limited staff or financial resources. All these changes in operational routines and physical infrastructure generated additional costs for food services. Combined with certain measures, such as customer distancing or reduced capacity, they directly affect revenue generation. According to Sebrae and Abrasel, 85% of Brazilian food establishments reported lower revenue than before the pandemic [41]. As a result, around 20% of employees in these establishments were laid off [41,42], and 40% of self-service restaurants in Brazil went bankrupt during the pandemic [18]. One of the most affected segments within the food service sector was small and medium-sized establishments, especially those located in tourist regions that rely heavily on customer flow and in-person service [43,44]. Smaller Brazilian cities with a strong reliance on tourism were more severely affected by COVID-19 [45]. Gastronomy and tourism are closely linked, as local cuisine is a major attraction for both Brazilian and international tourists, connecting visitors to the cultural identity of the destination through food [45]. Despite their importance to local economies, few studies have specifically examined how food services in tourist regions adapted to the crisis [46,47,48,49,50].

Although the COVID-19 pandemic officially ended in 2022 and the sector generated more than BRL 400 billion in revenue in 2023—equivalent to 3.6% of the Gross Domestic Product (GDP) of Brazil—food services continue to face financial and operational challenges [51]. Following the pandemic, the financial recovery of food services has been slow and uneven. According to an Abrasel survey of Brazilian food services conducted at the end of 2024, 57% of participants reported difficulty passing inflation costs onto menu prices, reflecting high operating expenses, particularly increases in electricity and meat prices. Additionally, 41% of businesses remain in debt. These difficulties are worsened by the fact that some businesses have not yet returned to pre-pandemic revenue levels. Between 2022 and 2024, the proportion of businesses using delivery as a sales channel decreased from 78% to 67% [52]. Meanwhile, a new trend has emerged in the food service sector: dark kitchens, which are establishments that operate solely online, without on-site consumption areas or direct public contact [53]. Growth projections for this sector are optimistic, estimating an average annual increase of 6.25% in the best-case scenario, potentially reaching consumption of BRL 241 billion, although the overall food service market in Brazil is still in recovery [54].

From an operational perspective, the largest challenges food services currently face are related to employees (59%) and sales (43%), according to a survey of 453 establishments in Brazil. Operators attributed employee difficulties to hiring (35%), retention (25%), and personnel costs (28%). Marketing and sales promotion accounted for 24% of sales-related challenges, followed by cost reduction (18%) and customer frequency (14%) [55].

Further research is needed to explore long-term changes in the food service sector, including the adoption of digital platforms and sustainable practices. Therefore, understanding the operational changes and challenges faced by food services during the pandemic is essential to develop effective survival strategies for future health emergencies. In this context, the present study provides a meaningful contribution by highlighting real-world challenges and adaptive strategies employed during one of the most critical public health crises of the 21st century.

3. Materials and Methods

3.1. Study Design

The research was conducted in accordance with the principles of the Declaration of Helsinki and was approved by the institutional Research Ethics Committee. This longitudinal observational study assessed changes in food service operations during the COVID-19 pandemic. This study involved food services located in the municipalities of Ouro Preto, Mariana, and Itabirito, in the state of Minas Gerais, Brazil. These neighboring municipalities are located in the central region of the state. Together, they are popularly known as the “Inconfidentes region,” whose economy is strongly tied to mining resources [56].

Data collection was carried out through telephone interviews with the owners or managers of the food services in two phases. The first phase was conducted between May and August 2021, during which data regarding that pandemic period (T1) and the pre-pandemic period (T0) were collected. At this time, food services were operating exclusively via delivery, takeout, and drive-through due to social distancing recommendations. The participating food services were those registered with the Sanitary Surveillance Agency (VISA) in the three municipalities. The phone numbers of the establishments were obtained from the VISA list. To include businesses that were operational but not registered with VISA, a search was also conducted for food service establishments offering meals through delivery apps. The phone numbers for these establishments were obtained directly from apps or through search engines.

The second phase involved the same food services from the first phase and occurred between May and July 2022, when restrictions on operations were eased, allowing on-site service with the adoption of safety measures recommended by health authorities (T2).

The Informed Consent Form was read to the owners or managers during the telephone call, and the initial minutes of the call were recorded to document verbal consent. Food establishments that did not answer the phone calls after five attempts at different times of day (morning, afternoon, and evening), or those that declined to participate, were excluded from this study in both phases. Thus, a total of 54 establishments participated (Figure 1).

3.2. Data Collection Instrument

The interview was conducted using a questionnaire developed by the researchers and tested with 10 individuals to refine the questions and ensure data accuracy. The pretest aimed to assess the clarity, redundancy, and applicability of the questions. After the test, adjustments to the content were made based on feedback from participants and observations from the interviewers.

Initially, owners or managers were asked about the type of establishment (restaurants; snack bars/fast-food restaurants/burger joints; bars; coffee shops/bakeries; pizzerias; ice cream parlors/confectioneries) and whether the establishment was operating at the time of the interview. If the establishment was not operating, participants were asked about the reasons, including difficulty adjusting the menu, lack of customer adherence, decrease in revenue, lack of credit or bank loans, difficulty structuring the delivery service, difficulty maintaining the number of employees, or others. These reasons were selected based on market research conducted in Brazil among food service businesses between November and December 2020 [57]. The interview was concluded after this question.

For operating establishments, owners or managers were asked about changes in operating hours, number of employees, revenue, and profits during the pandemic; advertising methods and sales channels used; and hygiene and safety measures implemented in the establishment for employees, customers, and physical structure. The questions regarding these implemented measures were developed based on the findings of market research conducted with Brazilian food service establishments [57], as well as on recommendations to prevent COVID-19 transmission provided by WHO and Anvisa and presented in the scientific literature available at the time the research was carried out [8,9,10,11,13,14,58,59]. The variables collected at each phase are summarized in Figure 2. All questions were multiple-choice, with response options read to the participants as many times as necessary during the interview.

3.3. Statistical Analysis

Data analysis was performed using the Statistical Package for Social Sciences^® (SPSS^® Inc., Chicago, IL, USA), version 22. Descriptive statistics were used to calculate proportions of responses for each question. The Cochran’s Q test with Bonferroni correction was used to compare paired samples of categorical variables across the three different time points (T0, T1, and T2). The McNemar test was applied to compare categorical variables between two time points (T1 and T2). The Cochran’s Q and McNemar tests were selected due to the paired nature of categorical data across repeated measures, allowing for the identification of statistically significant changes over time. The significance level was set at 5%.

4. Results

Among the 54 participating establishments, 25.9% were restaurants, 25.9% were snack bars/fast-food restaurants/burger joints, 22.2% were bars, 9.3% were coffee shops/bakeries, 3.7% were pizzerias, and 13.0% were ice cream parlors/confectioneries. Most establishments were located in Mariana (44.5%), followed by Ouro Preto (29.6%) and Itabirito (25.9%). A total of 11 establishments were not operating at T1, and 13 were not operating at T2. The most frequently cited reasons for not being operational included decreased revenue and lack of customer adherence (

Table 1. Reasons for the non-operation of food services at two points during the COVID-19 pandemic.

Reasons	T1 *		T2 *
	n	%	n	%
Difficulty adapting the menu	0	0	6	40.0
Lack of customer adherence	8	72.3	13	86.7
Decrease in revenue	7	63.6	13	86.7
Lack of credit/bank loan	2	18.2	5	33.3
Difficulty structuring the delivery service	4	36.4	0	0
Difficulty maintaining the number of employees	2	18.2	6	40.0
Others	4	36.4	4	26.7

* Number of establishments that were not operational = 24 (T1 = 11; T2 = 13). The sum of responses does not total 100% because participants could select more than one option. T1 refers to the period from May to August 2021, when food services operated exclusively via delivery, takeout, and drive-through; T2 refers to the period from May to July 2022, when restrictions were eased, allowing for on-site service.

).

Of the 54 food services surveyed, 30 were operational during both pandemic periods analyzed.

Table 2. Changes in food service operations before and during two periods of the COVID-19 pandemic.

	T0		T1		T2		p *
	n	%	n	%	n	%
Service Type
Dine-in consumption	19	63.3 a	11	36.7 b	20	66.7 a	0.001 *
Takeout	19	63.3	23	76.7	23	76.7	0.344
Delivery	19	63.3	24	80.0	19	63.3	0.125
Operating Hours
Increased	-	-	2	6.7	5	16.7	0.453
Decreased	-	-	17	56.7 a	8	26.7 b	0.003 *
Unchanged	-	-	11	36.7	17	56.7	0.210
Number of Employees
Increased	-	-	3	10.0	5	16.7	0.210
Decreased	-	-	13	43.3	6	20.0	0.070
Unchanged	-	-	14	46.7	19	63.3	0.180
Revenue
Increased	-	-	1	3.3	4	13.3	0.375
Decreased	-	-	29	96.7	23	76.7	0.146
Unchanged	-	-	0	0	3	10.0	0.250
Profit
Increased	-	-	0	0 a	6	20.0 b	0.031 *
Decreased	-	-	30	100 a	23	76.7 b	0.003 *
Unchanged	-	-	0	0	1	3.3	1
Advertising Means
Establishment websites/social media	26	86.7	27	90.0	28	93.3	0.472
Other websites	1	3.3	1	3.3	2	3.7	0.717
Newspapers/Flyers	7	23.3	6	12.9	6	20.0	0.276
Radio/Television	2	6.7	2	20.0	1	6.7	0.368
Sound cars	0	0	0	0	0	0	-
Billboards	0	0	0	0	0	0	-
Others	3	10.0	5	16.7	2	6.7	0.223
Sales channels for delivery service
Phone	19	63.3 a	24	80.0 a	4	13.3 b	<0.001 *
Messaging apps (WhatsApp and Telegram)	18	60.0 a	15	50.0 a	10	33.3 b	0.012 *
Food delivery apps	13	43.3	13	43.3	14	46.7	0.926
Establishment of websites, apps, and social media	15	50.0 a	13	43.3 a	2	6.7 b	0.009 *
None	10	33.3 a	3	10.0 b	10	33.3 a	0.007 *

n = 30. * It indicates a statistically significant difference among time points (T0, T1, and T2) according to the Cochran’s Q test with Bonferroni adjustment (p < 0.05). Different letters in the same row indicate statistically significant differences between time points. Equal letters, however, indicate that the time points do not differ statistically.

shows the changes in the operation of these establishments. Regarding the type of service provided, there was a reduction in the number of establishments offering on-site service in T1 compared to T0, followed by an increase in T2, reaching levels similar to those observed before the pandemic. However, there was no significant difference in the offering of takeout and delivery services across the evaluated periods.

A reduction in operating hours occurred in more establishments at T1 (56.7%) compared to T2 (26.7%) (p < 0.05). A similar result was observed for profit, with a greater reduction at T1 (100%) compared to T2 (76.7%) (p < 0.05). On the other hand, no significant differences were observed in the number of employees or revenue between the two evaluated periods (Table 2).

Websites and social media were the most common means of advertising used by food services both before (86.7%) and during the pandemic (90.0% in T1; 93.3% in T2), with no significant differences in the proportion of establishments using these means across the studied periods. Moreover, no significant differences were found in the percentage of establishments using the other means of advertising evaluated. Sound cars and billboards were not used at any of the evaluated time points (Table 2).

Regarding sales channels, there was a significant reduction in the use of telephone (p < 0.001), messaging apps (WhatsApp and Telegram) (p < 0.01), and websites, apps, and social media (p < 0.01) at T2 compared to T0 and T1. Additionally, the percentage of establishments that did not use any sales channels was significantly higher (p < 0.01) at T0 and T2 (Table 2).

The hygiene and safety measures implemented by establishments before and during the pandemic are presented in

Table 3. Hygiene and safety measures implemented by a sample of the food service establishments before and during two moments of the COVID-19 pandemic.

Procedures	T0		T1		T2		p
	n	%	n	%	n	%
Employee Care
Monitoring temperature and health	16	53.3	16	53.3	14	25.9	0.794
Mask use	11	36.7 a	25	83.3 b	24	80.0 b	<0.001 *
Glove use	20	66.7	21	70.0	26	86.7	0.109
Frequent hand hygiene	28	93.3 a	18	60.0 b	30	100 a	<0.001 *
Team training	17	56.7	16	53.3	19	63.3	0.588
Food and Environment Hygiene
Raw material packaging care (disposal/cleaning before storage)	29	96.7	25	83.3	29	96.7	0.69
Hygiene of fruits and vegetables before storage or preparation	26	86.7	24	80.0	26	86.7	0.607
Frequent cleaning of the environment, surfaces, and equipment	28	93.3	22	73.3	26	86.7	0.97
Cleaning of tables after each customer	17	56.7 b	11	36.7 a	18	60.0 b	0.046 *
Implementation of a Good Food Handling Practices Manual	17	56.7	15	50.0	11	3.3	0.135
Customer Care
Offering disposable cutlery and cups	20	66.7 a	18	60.0 a	24	80.0 b	0.02 *
Offering packaged cutlery	20	66.7	17	56.7	20	66.7	0.500
Offering customers gloves to select food	2	6.7 a	1	3.3 a	6	20.0 b	0.015 *
Customers serve their own plate	6	20.0	4	13.3	7	23.3	0.247
Plate served by restaurant staff	25	83.3	20	66.7	24	80.0	0.223
Monitoring customer temperature	0	0	5	16.7	3	10.0	0.727
Physical Structure Care
Measures to ensure physical distancing between people	-	-	16	53.3	8	26.7	0.57
Use of physical barriers at the buffet, cash register, scale, etc.	-	-	8	26.7	4	13.3	0.388
Use of sinks for customer hand hygiene	14	46.7	10	33.3	16	53.3	0.097
Availability of guidance materials for customers Availability of hand sanitizer dispensers	-	-	13	43.3	7	23.3	0.70
	14	46.7 b	23	76.7 a	25	83.3 a	0.002 *

n = 30. * It indicates a statistically significant difference among time points (T0, T1, and T2) according to the Cochran’s Q test with Bonferroni adjustment (p < 0.05). Different letters in the same row indicate statistically significant differences between time points. Equal letters, however, indicate that the time points do not differ statistically.

. The use of masks increased significantly (p < 0.001) at T1 (83.3%) and T2 (80.0%) compared to T0 (36.7%). Frequent hand hygiene was reported as a practice by 93.3% of establishments at T0, but this percentage decreased significantly (p < 0.001) at T1 before increasing again at T2.

Regarding food and environmental hygiene procedures (Table 3), only the cleaning of tables after each customer showed a statistically significant difference (p < 0.005) across the evaluated periods. Care related to handling raw material packaging, washing fruits and vegetables, and the frequent cleaning of the environment, surfaces, and equipment was conducted by more than 70% of establishments throughout all three periods. Additionally, over 50% of food service establishments implemented a Good Practices Manual in T0 or T1.

When considering customer care measures (Table 3), the provision of disposable cutlery and cups significantly increased (p < 0.05) in T2 (offered by 80.0% of establishments) compared to T0 (66.7%) and T1 (60.0%). The availability of gloves for customers to select food also increased (p < 0.05) in T2 compared to T0 and T1.

Among the measures related to physical structure (Table 3), only the availability of hand sanitizer dispensers increased significantly during the COVID-19 pandemic, adopted by 76.7% of food service establishments in T1 and 83.3% in T2, compared to just 46.7% in T0 (p < 0.01).

5. Discussion

The increase in out-of-home food consumption over the past two decades in Brazil [60,61,62] fueled the expansion of the food service sector, mainly between 2009 and 2019 [2]. In 2019, the year before the pandemic, food service revenue reached BRL 235 billion [63]. However, in the following year, the growth of the food service sector was drastically impacted by the COVID-19 pandemic [64,65].

To contain virus transmission, restrictions and social distancing measures were implemented, leading to the closure of non-essential businesses, companies, and educational institutions. Many people shifted to working and studying remotely [66,67]. During T1, food services were limited to operating through drive-through, takeout, and delivery. From T2 onward, some measures were relaxed, and food service establishments were allowed to resume on-site operations, provided that safety precautions were followed [68].

In both pandemic periods evaluated in this study, the lack of customer adherence and reduced revenue were the main barriers to operation reported by establishments in the “Inconfidentes” region. Other studies have reported a decrease in out-of-home food consumption during the pandemic [7,65,69], attributed in part to fear of contracting COVID-19 at these establishments [7]. Additionally, there was an observed increase in home cooking practices [70,71,72,73,74,75], probably due to more time spent at home and the closure of food service places [75]. These shifts in consumer behaviors likely contributed to the revenue decline observed. In Brazil, the out-of-home food service sector experienced a revenue loss of approximately BRL 60 billion in 2020, and around 300,000 establishments closed between 2020 and 2021 [63], a trend also observed in the two pandemic periods evaluated in this study.

Establishments that remained operational had to adopt or expand their delivery services, in the face of the impossibility of on-site service, to survive the economic crisis caused by the pandemic [36]. In this study, websites and social media were the main advertising channels used by food service businesses, both before and during the pandemic. Another study noted that food service establishments primarily used messaging apps, such as WhatsApp, to negotiate sales between customers and businesses during 2020, following the onset of the pandemic [76]. Individuals aged 25–40 increasingly used social media [77] to maintain contact during periods of social isolation, while younger users already used these platforms. As a result, a broader audience was exposed to online advertisements, including those from food establishments [78].

This study found a reduction in the number of establishments not using any sales channels after the onset of the pandemic. This change is likely due to the closure of some businesses and the increased adoption of digital platforms by those remaining. The widespread use of smartphones in the country was one factor that enabled the digitalization of sales channels in food services. In 2019, there were 230 million active mobile phones in Brazil [79], and the growing accessibility of smartphones and broadband services contributed to a broader shift toward digital transactions in the food service industry [77].

In the second phase of this study, after the reopening of establishments, a decline was observed in the use of telephones, messaging apps (WhatsApp and Telegram), and business websites, apps, and social media as sales channels. However, the use of delivery apps remained stable. This probably occurred because, after reopening, many consumers preferred or needed to return to food service establishments in person, as isolation measures had been eased and other daily activities were resuming normality. Consequently, establishments could reduce or have the need to reduce the diversity of sales channels to focus on in-person service, opting to retain the most practical option.

Following the onset of the pandemic, this study identified a significant increase in mask use among food service staff compared to the pre-pandemic period. Before the pandemic, mask usage was not mandatory under Brazilian sanitary regulations within the context of Good Food Handling Practices. Masks could be used to prevent contamination of ready-to-eat foods or to protect the health of workers in specific situations [80]. Nonetheless, masks are physical barriers that can reduce the transmission of respiratory diseases over short distances via direct or indirect contact and droplet dispersion. At the start of the pandemic, authorities recommended mask use as a preventive measure against transmission. Masks effectively interrupt the dispersion of particles expelled through coughing or sneezing, thereby preventing the spread of COVID-19 [81]. However, if not replaced properly, masks can themselves become vehicles of contamination instead of increasing the safety of users [82].

The practice of frequent hand hygiene was already present in most food service establishments participating in this study even before the pandemic. Nonetheless, a decrease in this practice was observed at T1, followed by an increase at T2. Although handwashing with soap and water was strongly encouraged and recommended, the use of 70% alcohol became widely promoted globally as one of the most effective, simple, and cost-efficient procedures to prevent the transmission of COVID-19 [82], especially during the peak phase of the pandemic. This may have led food handlers and managers to focus on and frequently use only 70% alcohol for hand disinfection during the initial months of the pandemic. Possibly, as information and guidelines became clearer over time, frequent handwashing resumed as a common practice in food service establishments in the subsequent months.

Regarding food and environmental hygiene, it was observed that over 70% of establishments reported frequent precautions related to packaging, cleaning of facilities, and washing of vegetables and fruits across all evaluated periods. However, the practice of cleaning tables after each use increased during the pandemic. It was strongly recommended to increase the frequency of cleaning and disinfection of surfaces and common areas as an essential measure to reduce virus transmission, thereby decreasing the probability of indirect contact infection during the pandemic [10]. Frequently touched surfaces, such as door handles, light switches, tables, railings, keyboards, and countertops, may become contamination points if not regularly sanitized [83], although the risk of COVID-19 transmission via surfaces is low [84].

It is noteworthy that, in this study, more than half of the establishments implemented a Good Practices Manual during the pandemic. The COVID-19 pandemic highlighted the importance of implementing such manuals in food service operations to ensure proper food safety practices, particularly in the microbiological aspect [85], due to the need to minimize the risk of disease transmission [10].

This study also observed an increased supply of disposable cutlery during the second phase (T2), when establishments were allowed to resume in-person service. The use of disposable cutlery is discouraged by the UN due to the significant generation of waste. Data published in 2018 indicated that, just in the last decade, more plastic was produced than in the entire previous century, with 50% of plastics being used at a single time, including disposable cutlery and cups [86]. Nevertheless, during the pandemic, protocols from the Ministry of Health recommended the use of disposable cutlery in food service establishments to prevent COVID-19 transmission. Many establishments with sustainability policies were significantly impacted during the pandemic, losing momentum and realizing that environmental sustainability had been severely compromised, particularly due to the increased use of disposable items [87].

Following the onset of the pandemic, most of the establishments participating in this study also began offering disposable gloves to customers for food selection. Another effective recommendation to prevent the transmission of COVID-19 was that establishments offering self-service should assign an employee to serve customers using protective equipment such as gloves, masks, and disposable hairnets, or provide alcohol gel and disposable plastic gloves for customers to serve themselves directly at the counters [88]. It can be said that the availability of disposable gloves and alcohol gel was a more practical, low-cost, and effective alternative for food service establishments, as they were already facing various other challenges.

Among the limitations of this study are the focus on only three cities, which are geographically very close to each other, and the sample size, which may not reflect the full extent of the impacts of the pandemic in other regions of the state or country. Furthermore, restrictions and preventive measures varied greatly between regions of the country, as each area was affected differently by the COVID-19 pandemic. The risk of selection bias was also a limitation, since food service establishments that did not use apps or were not legally registered may have been excluded from the sample. In addition, the data collection method via telephone calls may have limited participant adherence, as some owners or managers may have been concerned about providing information over the phone and consenting to the recording of their participation. Moreover, the information was self-reported by establishment managers or owners, which may not accurately reflect actual practices.

Despite these limitations, this is the first longitudinal study to investigate the impacts of the COVID-19 pandemic on the operation and good practices in food service establishments. Therefore, this study provides a temporal perspective on adaptation and resilience in a highly vulnerable sector. The results showed that the pandemic had significant economic impacts on food services, in some cases preventing their operation, and reinforced the importance of good practices (although the virus was not transmitted through food), leading to the implementation or intensification of hygiene procedures and other precautions. These findings go beyond general perceptions and are based on structured data collected directly from food service professionals. They offer concrete elements that can support government planning in possible future public health crises, aiming to provide financial and strategic support to establishments and in the development of strategies to improve the implementation of the best practices in food services to reduce food contamination. These insights are also useful for policy planning and sectoral support mechanisms in preparing for future crises. Furthermore, the research was conducted in Brazil, one of the countries that is most severely affected by the pandemic in terms of both health and economic impacts. Within this national context, this study specifically focuses on a tourist region that experienced heightened vulnerability due to travel restrictions and reduced consumer movement—factors that strongly affected local economies and service-based businesses. However, further research is needed to assess the magnitude and long-term effects of the COVID-19 pandemic on food services, including in other regions of Brazil.

6. Conclusions

This longitudinal study showed that the COVID-19 pandemic led to significant changes in food services in the studied regions. There was a reduction in on-site service provision at T1 compared to the pre-pandemic period, followed by an increase at T2; a reduction in operating hours and profits, which affected more establishments at T1 than at T2; and a decrease in the use of sales channels such as telephone, messaging applications, and websites/apps/social media at T2 compared to T0 and T1. Regarding sanitary aspects, there was an increase in frequent hand hygiene at T1, employee mask use, and the provision of alcohol gel containers at T1 and T2, as well as an increase in the offering of disposable cutlery, cups, and gloves to customers at T2 compared to the pre-pandemic period. In light of the above, it can be concluded that the pandemic caused changes in the investigated food services related to operational, financial, commercial, and sanitary aspects. These findings contribute to understanding the resilience of the sector and highlight its ability to adapt in the face of a public health crisis. Moreover, they emphasize the importance of public policies that provide technical, financial, and regulatory support to food service establishments, with a focus on sanitary safety, sustainability, and continuity of operations in high-risk contexts.